Stakeholder Engagement: Achieving Sustainability in the Construction Sector

Bal, Menoka; Ochieng, Edward; Bryde, David; Fearon, Damian

doi:10.2139/ssrn.2622147

Cited by 8 publications

(7 citation statements)

References 30 publications

(10 reference statements)

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“…Research themes Authors 2010); (Aaltonen, 2011); (De Schepper et al, 2014); (Aaltonen et al, 2015); (Pacagnella Júnior et al, 2015). SE (Hjortso et al, 2005); (Mushove and Vogel, 2005); (Kloprogge and Van Der Sluijs, 2006); (Walker et al, 2008); (Henriksen and Barlebo, 2008); (Chung et al, 2009); (Toal et al, 2009); (Davis et al, 2010); (Selin and Hudson, 2010); (Wilson et al, 2010); (Saebø et al, 2011); (Beringer et al, 2012); (Blokhuis et al, 2012); (Burgin et al, 2013); (Bal et al, 2013); (Bowden et al, 2013); (De Brucker et al, 2013); (O'Toole et al, 2013); (Podestá et al, 2013); (Walton, 2013); (Jami and Walsh, 2014); (Gramberger et al, 2015); (Cascetta et al, 2015); (Fulton et al, 2015); (Havard et al, 2015); (Rizzo et al, 2015); (Soste et al, 2015); (Herazo and Lizarralde, 2016); (Martinez, 2016); (Ommen et al, 2016); (Sitas et al, 2016…”

Section: Discussionmentioning

confidence: 99%

“…; (Aaltonen et al, 2008); (Ballejos and Montagna, 2008); (Moodley et al, 2008); (Aaltonen and Kujala, 2010); (Wilson et al, 2010); (Aaltonen, 2011); (Saebø et al, 2011);(Live Vaagaasar, 2011); (Beringer et al, 2012); (Blokhuis et al, 2012); (Elias, 2012); (Bal et al, 2013); (Bowden et al, 2013); (De Brucker et al, 2013); (Podestá et al, 2013); (Ariza et al, 2014); (Caniato et al, 2014); (De Schepper et al, 2014); (Yang and Zou, 2014); (Yang, 2014); (Aaltonen et al, 2015); (Liang et al, 2015); (Nogueira and Pinho, 2015); (Pacagnella Júnior et al, 2015); (Rizzo et al, 2015); (Williams et al, 2015); (Zhou and Wang, 2015); (Afreen and Kumar, 2016); (Debrie and Raimbault, 2016); (Herazo and Lizarralde, 2016); (Julian, 2016); (van Offenbeek and Vos, 2016); (Yang et al, 2016). SI (Aaltonen et al, 2008); (Aaltonen and Kujala, 2010); (Aaltonen et al, 2015).…”

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confidence: 99%

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Stakeholder Management in Complex Project: Review of Contemporary Literature.

Nguyen¹,

Mohamed²,

Panuwatwanich³

2018

EPPM-Journal

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Previous studies have made vital contributions to the theory and practice of engaging and managing project stakeholders. A literature review plays a critical role in supporting researchers to better understand the research topic, helping researchers identify the boundaries of the current body of knowledge and research trends, and shaping future research. Thus, this paper analyses the latest research developments in stakeholder management within the context of complex projects. It examines articles published between 2005 and 2016, and discusses the relevant trends under four themes: stakeholder analysis, stakeholder influence, stakeholder management strategies and stakeholder engagement. The paper reveals that social network analysis strongly emerges to be a valuable tool for analyzing the complexity of stakeholder interrelationships in the context of CPs. Stakeholder analysis and stakeholder engagement strategies are powerful in addressing environmental complexity (including multiple stakeholders, an environment of changing policy and regulation, and an environment with a changing nature) projects. The paper draws conclusions regarding the findings of the review, and provides some recommendations for future research.

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Section: Discussionmentioning

confidence: 99%

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confidence: 99%

Stakeholder Management in Complex Project: Review of Contemporary Literature.

Nguyen¹,

Mohamed²,

Panuwatwanich³

2018

EPPM-Journal

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“…Although participatory approaches can generate diverse ideas and insights, there is need to validate some of the results with ‘expert-led’ technical knowledge. Convergence of approaches is being sought in recent studies, for example, van Calker et al (2005) in dairy farming, Chamaret et al (2007) in mining, Khadka and Vacik (2012) in forestry, Bal et al (2013) in construction and Oltean-Dumbrava et al (2014) in engineering, but lacking for smallholder production systems especially in the tropics.…”

Section: Introductionmentioning

confidence: 99%

Stakeholder engagement in prioritizing sustainability assessment themes for smallholder coffee production in Uganda

Ssebunya

Schmid

Asten

et al. 2016

Renew. Agric. Food Syst.

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Many sustainability assessment frameworks have been developed in recent years, but translating them into practical tools to guide decision making remains challenging. By engaging coffee stakeholders in Uganda, we demonstrate a process of translating the widely-accepted framework for Sustainability Assessments of Food and Agriculture Systems (SAFA), developed by the Food and Agriculture Organisation of the United Nations (FAO), to smallholder production systems. Stakeholders prioritized the sustainability themes in terms of relevance and feasibility, and subsequently identified relevant sub-themes. We find that the structure and scope of some generally accepted themes need appropriate modifications in order to address the social and structural heterogeneity of smallholder production systems. Although importance and feasibility rankings significantly vary within and between stakeholder groups, governance and economic themes are commonly perceived as very important though equally the least feasible for smallholders. Thus, the inclusion of the ‘farmer-group’ structure as part of the sustainability assessment criteria is perceived as necessary especially toward achieving governance-related goals. These findings emphasize the need of engaging stakeholders in defining locally adapted sustainability assessment criteria.

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“…Understanding of needs is indicated by knowledge of the needs of wage levels, work time, workload, health, safety, earnings information needs, business stability needs and understanding of the accuracy of payment obligations. According to [5] the understanding of SMEs on the different interests of each stakeholder will create business sustainability through six stages, such as (i) identification of needs (ii) linking stakeholders (iii) prioritizing stakeholders (vi) taking targets into action. This research reveals that leader's ability to build stakeholder's trust is higher than open information and understand stakeholder needs.…”

Section: Resultsmentioning

confidence: 99%

Entrepreneur Transformational Leadership for SME’s Business Sustainability

Sulaeman¹,

Sule²,

Hilmiana³

et al. 2020

Proceedings of the 3rd Global Conference on Business, Management, and Entrepreneurship (GCBME 2018)

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The soybean-based industry in West Java had proven as business that can survive in the long term with highly increasing demand. But, at present the number of business unit is declining and entrepreneurs are constrained by internal and external factors that will ultimately threaten their business sustainability. To solve these problems, the role of entrepreneurs as the main control holder with transformational leadership is highly needed. This study aims to determine the effect of transformational leadership on business sustainability. Using a theory of, this research was conducted with survey of CFA to confirm a questionnaire in-strument to 100 entrepreneurs of SMEs based on West Java soybean. The data obtained were processed by Structural Equation Modeling analysis. The result of research reveals that there is a significant influence of transformational leadership toward business sustainability. Government regulation and stakeholder were mod-erating variables of transformational leadership influence on business sustainability of SMEs. It is expected, that this research will contribute to the development of SME leadership, regulatory support and stakeholders.

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Stakeholder Engagement: Achieving Sustainability in the Construction Sector

Cited by 8 publications

References 30 publications

Stakeholder Management in Complex Project: Review of Contemporary Literature.

Stakeholder Management in Complex Project: Review of Contemporary Literature.

Stakeholder engagement in prioritizing sustainability assessment themes for smallholder coffee production in Uganda

Entrepreneur Transformational Leadership for SME’s Business Sustainability

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