Stakeholder Engagement in Construction: Exploring Corporate Social Responsibility, Ethical Behaviors, and Practices

Collinge, William H.

doi:10.1061/(asce)co.1943-7862.0001769

Cited by 32 publications

(22 citation statements)

References 30 publications

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“…It is worth mentioning that firms have accepted that it is necessary to liaise with their significant stakeholders and manage relationships (Demuijnck & Fasterling, 2016). A crucial and critical characteristic of stakeholder management is stakeholder engagement (Collinge, 2020). Stakeholder management and stakeholder engagement are differentiated by how stakeholders get involved in decision-making (Trapp, 2014).…”

Section: Stakeholder Theorymentioning

confidence: 99%

“…The role of CSR and stakeholder engagement in the mining sector is enormous (Dong, Burritt, & Qian, 2014). There is a body of research that addresses CSR and stakeholder engagement in the mining sector and there are various researchers who have altogether written extensively on CSR and stakeholder engagement (Amponsah-Tawiah & Dartey-Baah, 2011; Barnieh & Ofori, 2016;Boso et al, 2017;Collinge, 2020;Dong et al, 2014). These concepts have become vital in the mining sector due to the adverse effects of exploring, extracting, and processing minerals.…”

Section: Csr and Stakeholder Engagement In Ghana's Mining Sectormentioning

confidence: 99%

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Corporate Social Responsibility (CSR): motivations and challenges of a Multinational Enterprise (MNE) subsidiary’s engagement with host communities in Ghana

Awuah

Amoako

Yeboah

et al. 2021

Int J Corporate Soc Responsibility

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This paper aims to explore the motivations and challenges of engaging host communities in CSR practices within the context of Newmont Ahafo Mines (NAM), a subsidiary of a Multinational Mining Enterprise (MNE) operating in Ghana’s mining sector. This paper draws insights from stakeholder theory and interviews conducted with internal stakeholders (management and employees) and stakeholders in host communities (traditional rulers and community members). The findings indicate that effective decision-making, gaining legitimacy, cost savings, management of risks, and accountability are some of the perceived motivations of NAM’s stakeholder engagement in CSR. Nonetheless, the most critical challenges to NAM in improving stakeholder engagement in CSR practices are the lack of community members’ support in CSR projects, communities’ high expectations of NAM on development projects and over-dependency on NAM on the part of host communities. Therefore, it is reasonable for MNEs in emerging economies to attune engagement practices to the host community’s context. This will enable CSR practices and policies to fully exploit the latent benefits of CSR in the mining sector.

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Section: Stakeholder Theorymentioning

confidence: 99%

Section: Csr and Stakeholder Engagement In Ghana's Mining Sectormentioning

confidence: 99%

Corporate Social Responsibility (CSR): motivations and challenges of a Multinational Enterprise (MNE) subsidiary’s engagement with host communities in Ghana

Awuah

Amoako

Yeboah

et al. 2021

Int J Corporate Soc Responsibility

View full text Add to dashboard Cite

show abstract

“…In addition, engaging stakeholders ensures flexible and current solutions and acts as a mechanism for managing stakeholder expectations (Chang et al , 2013). Collinge (2020) stated that communication channels with stakeholders (i.e. letter drops, regular meetings and posters) are intrinsic mechanisms of engagement; therefore, their importance should not be underestimated in the overall assessment of what works effectively on projects.…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…letter drops, regular meetings and posters) are intrinsic mechanisms of engagement; therefore, their importance should not be underestimated in the overall assessment of what works effectively on projects. Periodic review of SE activities on projects benefits all parties involved (Collinge, 2020).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Project stakeholder’s engagement and performance: a comparison between complex and non-complex projects using SEM

Nguyen

Mohamed

Mostafa

2021

BEPAM

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PurposeThe large number of stakeholders in a project is a source of complexity because their inter-relationships can lead to complex interactions, an inadequate understanding of the other stakeholders and conflicting stakeholder interests. Although several studies have investigated the role and effects of engaging stakeholders in improving project success, studies examining the relationships between stakeholder engagement (SE) and quantitative and qualitative project performance (PP) in complex projects (CPs) have been limited. This study empirically examined the relationships between SE and project performance within complex and non-CP contexts.Design/methodology/approachThe study used an extensive literature review to develop the conceptual model. The study identified 22 factors of measuring SE and project performance’s association within the context of CPs. The literature review followed by a questionnaire survey to collect data from quantifying the relationships. One hundred forty-four responses were received from project managers in different locations. The response data were subjected to structural equation modelling analysis. Confirmatory factor analysis was applied to evaluate the measurements model.FindingsThe current study generated several key findings. In the context of CPs, SE was found to negatively affect quantitative PP but to positively and significantly affect qualitative PP. In non-CPs, SE also positively affects qualitative PP. Further, in the context of CPs, SE negatively affects schedule performance, whereas no significant relationship was found between the two variables in non-CPs. In terms of cost performance, no significant relationship was observed between SE and cost performance for either group.Originality/valueThis research provides insight into differences in the relationship(s) between SE and PP in non-complex and CPs. The research also makes recommendations for project team members.

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“…Vuorinen and Martinsuo (2019) identified a set of project values that contribute to the stakeholder influences on infrastructure projects. Collinge (2020) examined the relationships between stakeholder engagement and stakeholder agency, which refers to the ethical treatment of stakeholders, at four different phases of work in a construction project.…”

Section: Literature Reviewmentioning

confidence: 99%

Reimaging stakeholder analysis in project management: network theory and fuzzy logic applications

Zarghami

Dumrak

2020

ECAM

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PurposeThe methods presently used for project stakeholder analysis have typically followed two distinct patterns: (1) a project-centric approach that places a project at the center, and subsequently, concentrates on dyadic relationships between the project and its stakeholders; (2) a network theory-based approach that emphasizes on the interconnections within the network of project stakeholders. The main contention of this study is built upon the premise that neither the sole analysis of dyadic relationships between a project and its stakeholders nor the stand-alone use of the network theory methods is adequate for reliable analysis of stakeholders.Design/methodology/approachThis article proposes a model that bases the salience of stakeholders on their relationships with the project as well as on their interdependencies in the project. In doing so, this work explores the potential of a Fuzzy Inference System (FIS) to provide a comprehensive picture of stakeholder analysis. Using a real-world biodiversity project, this paper analyses the project stakeholders based on their possession of various attributes as well as the extent to which each individual stakeholder influences the entire connected network of all stakeholders.FindingsA salient feature of the proposed FIS model is its ability to provide a high capacity for analyzing the results. The model is able to generate the input–output relationship surface view for stakeholder analysis. Further, unlike the traditional project stakeholder analysis methods that are linear, the proposed model is strongly nonlinear. This implies that change in the input variables of the fuzzy-based model is not expected to lead to a proportional change in the model output.Practical implicationsTwo practical implications can be drawn from the presented stakeholder analysis model. First, confronted with mounting pressure to understand the stakeholder environment and to effectively manage stakeholders, project managers need to establish a sound stakeholder management strategy. The stakeholder analysis model developed herein casts a wider net for the critical ranking of stakeholders in a project, thereby providing a more accurate prioritization of the stakeholders. Second, while stakeholders independently require managerial attention, understanding the effect of competing and cooperative stakeholder interactions are unarguably of great importance. The presented model prompts the project managers to recognize not only the influence of key stakeholders on the project but also the interactions of multiple stakeholders within the stakeholder network.Originality/valueThe proposed stakeholder analysis model possesses several desirable features. First, it is not constrained to capturing only stakeholder attributes discussed in the example project provided in this study. The model is flexible and adaptable to all business and management contexts. Second, the stakeholder mapping in the model is not a function of a sole attribute but rather a cumulative effect of multiple stakeholder attributes. In fact, the power of the suggested model lies in its ability to incorporate the three aspects of stakeholder theory into a single model. Third, the presented model builds a quantitative and qualitative picture of the stakeholder salience. The suggested FIS model is capable of processing both qualitative perception of stakeholder attributes and quantitative analysis of the network of stakeholder interactions. This allows for a more comprehensive and synergistic utilization of model inputs.

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Stakeholder Engagement in Construction: Exploring Corporate Social Responsibility, Ethical Behaviors, and Practices

Cited by 32 publications

References 30 publications

Corporate Social Responsibility (CSR): motivations and challenges of a Multinational Enterprise (MNE) subsidiary’s engagement with host communities in Ghana

Corporate Social Responsibility (CSR): motivations and challenges of a Multinational Enterprise (MNE) subsidiary’s engagement with host communities in Ghana

Project stakeholder’s engagement and performance: a comparison between complex and non-complex projects using SEM

Reimaging stakeholder analysis in project management: network theory and fuzzy logic applications

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