Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations

Abstract

The article concerns the impact of stakeholders on project management in non-profit organizations. This issue was presented from the perspective of the organization’s project management maturity. It seems that this issue has not yet been adequately researched by scientists. Contribution was made to the theory of project management by highlighting the need to adjust the level of project management maturity and stakeholder management maturity, and by recommending areas for further research. It has been noted that stakeholder management and risk assessment are just as important as the issues of financing projects and planning their purpose, scope and selection of project teams. The conclusions were based on the analysis of the results of empirical research. The empirical material came from a study based on a sample of 93 non-profit organizations operating in Poland.

Evaluation in nonprofit organizations: A defense of perception as a managerial and scientific tool

“…Nevertheless, most of the time, NPOs do not have access to this information (Shea & Hamilton, 2015). They do not know the real degree of influence of each of the stakeholders, nor their interests (and even less their level of convergence with the other stakeholders or with the project being implemented) (Brajer‐Marczak et al, 2021; Schubert & Willems, 2021). Their expectations are more often implicit than clearly expressed to NPOs (Benjamin, 2008).…”

“…The concept of relationship quality can be defined as an environment of mutual trust, satisfaction, commitment and influence (Plaisance, 2022b) and has a specific interest in stakeholders management. This approach of mutual relationship quality can indeed contribute to the prioritization of stakeholders (Plaisance, 2023a): beyond the traditional criteria of influence (Brajer‐Marczak et al, 2021; Hall et al, 2015; Wood et al, 2021) or participation in value creation (MacMillan et al, 2005), NPOs can identify priority stakeholders through the quality of their relationship with them. The four dimensions of relationship quality can then become attributes for stakeholders that NPOs can use to prioritize requirements.…”

Zrównoważone zarządzanie projektami. Krytyczny przegląd literatury

“…W najnowszych tekstach zrównoważone zarządzanie projektami ma wymiar conditio sine qua non nowoczesnego rozumienia projektów w organizacjach (Whyte i in., 2022) oraz poza nimi, co coraz częściej adresowane jest poprzez dostrzeganie ich roli społecznej (Di Maddaloni i Sabini, 2022;Magano i in., 2021;Shen i in., 2010). Podejście do problemu może dotyczyć na przykład dojrzałości projektu i kształtowania relacji z interesariuszami oraz wpływu tych czynników na sukces projektu (Brajer-Marczak i in., 2021). W kontekście krytycznego spojrzenia na projektyzację za ważne należy uznać zwrócenie uwagi na warunki pracy, oraz wrażliwości pracowników, którzy je realizują.…”

Governing a union's external stakeholders: A prioritization method based on relationship quality and perceived impact

“…Stakeholder influence and its management are used to prioritize stakeholders (Brajer‐Marczak et al. 2021; Hall et al. 2015; Hyndman and McConville 2016) through the attributes defined by Mitchell et al.…”

“…Influence can be defined as the "ability of one player to change the state of another player's organism" (Zerbib and Springuel 2015, p. 10), while Rey García (2008) emphasizes changes in the "patterns of thought and/or behavior" of the targeted stakeholder. Stakeholder influence and its management are used to prioritize stakeholders (Brajer-Marczak et al 2021;Hall et al 2015;Hyndman and McConville 2016) through the attributes defined by Mitchell et al (1997), which include power, urgency and legitimacy. Based on these criteria, determining which ones to listen to and respond to first is then possible.…”