Stakeholder Influence Strategies: An Empirical Exploration

Hendry, Jamie R.

doi:10.1007/s10551-005-8502-6

Cited by 112 publications

(112 citation statements)

References 7 publications

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“…It is noted from the results that NGOs have limited influence on the SRIs in construction projects. However, NGOs can reinforce their power through allying with governments and big corporations (Hendry, 2005). Another interesting point is powers of the district councils, and the NGOs on SRIs are increasing from project beginning to end, which is opposite to the proposition that the power of communities and NGOs decreases as the project proceeds (Aaltonen and Kujala, 2010).…”

Section: Discussionmentioning

confidence: 95%

Who should take the responsibility? Stakeholders' power over social responsibility issues in construction projects

Liu

Shen

2017

Journal of Cleaner Production

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Construction projects involve multiple stakeholders with different abilities that enable them to deal with the social problems that arise during the project lifecycle. This research aims to study the dynamic stakeholder power in implementing social responsibility issues in construction projects. Empirical research among Hong Kong construction industry practitioners was conducted to investigate the powers of seven stakeholders over thirty-five social responsibility issues. The data was analyzed using two-mode social network analysis methods and processed by Netminer 4. It was found from the results that internal and external stakeholders have control in different domains pertaining to social responsibility issues, but it does not mean either group has superior power. Ranked by the power status on social responsibility issues, the seven stakeholders are classified into five hierarchies: 1) governments, developers, and main contractors; 2) district councils, 3) consultants; 4) non-government organizations; 5) end users. The dynamic nature of stakeholders' powers has been elucidated by describing the power changes in different project stages, as well as in different social responsibility dimensions.

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Section: Discussionmentioning

confidence: 95%

Who should take the responsibility? Stakeholders' power over social responsibility issues in construction projects

Liu

Shen

2017

Journal of Cleaner Production

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“…The absence of noteworthy stakeholder-led initiatives aimed at influencing the company's decision-making and behavior, e.g. protests, lobbying, product M A N U S C R I P T boycotts (Frooman, 1999;Hendry, 2005), may also be seen as an indication that stakeholders' trust in the company was not at stake before the spill.…”

Section: Notion Of Institution-based Trust)mentioning

confidence: 99%

A model of trust-repair discourse

Fuoli

Paradis

2014

Journal of Pragmatics

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This article proposes a novel theoretical framework for examining trust-repair discourse. The model identifies two fundamental discourse strategies available to the trust-breaker when trust is at stake (i) to engage with and act upon the discourses that represent a potential source of distrust -neutralize the negative, (ii) to communicate a trustworthy discourse identity -emphasize the positive. These strategies are realized in discourse through the use of dialogic engagement and evaluative/a↵ective language, respectively. The ultimate communicative goal of the strategies is that of promoting the addressees' positive (re-)assessment of the speaker's ability, integrity and benevolence. The model is applied to the analysis of the CEO letter published by BP one year after the Deepwater Horizon oil spill. The analysis has the twofold purpose of demonstrating the viability of the model and determining the discourse strategies deployed by the CEO to repair trust in the company after the accident.

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“…Studies have addressed stakeholder behaviour and influences (Frooman, 1999;Rehbein et al, 2004;Hendry, 2005;Zietsma and Winn, 2008), and the drivers influencing stakeholder mobilisation (Rowley and Moldoveanu, 2003;Calvano, 2008). The company's side of these relationships has been addressed in models for stakeholder management strategies (e.g.…”

Section: Towards Understanding the Nature Of Stakeholder Relationshipmentioning

confidence: 99%

Understanding the Nature of Stakeholder Relationships: An Empirical Examination of a Conflict Situation

2012

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Stakeholder Influence Strategies: An Empirical Exploration

Cited by 112 publications

References 7 publications

Who should take the responsibility? Stakeholders' power over social responsibility issues in construction projects

Who should take the responsibility? Stakeholders' power over social responsibility issues in construction projects

A model of trust-repair discourse

Understanding the Nature of Stakeholder Relationships: An Empirical Examination of a Conflict Situation

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