Stakeholder Management on Construction Projects: A Key Indicator for Project Success

Fugar

et al. 2022

ECAM

PurposeThe absence of effective stakeholder engagement at the early planning and implementation stages impact projects negatively. However, the role of stakeholders in Sustainable Procurement (SP) is not well recognized and as such there is limited involvement of stakeholders in sustainable procurement of public (SPP) works. This research aims to examine the barriers to stakeholder engagement in SPP works.Design/methodology/approachA survey of 104 respondents from eight procurement entities of tertiary institutions in Ghana was undertaken and validated with seven procurement experts. After satisfying all the necessary tests of reliability of the survey instrument and sample size, the data was subjected to the Principal Component Analysis (PCA) to determine the critical barriers.FindingsThe study's results indicate that there are three cluster of barriers to stakeholder engagement in SPP works. They are organisational structures and knowledge driven factors, attitudinal and stakeholder fatigue and relational and information sharing processes.Practical implicationsThis study offers relevant data for policy makers, organisations and local communities in establishing controls against barriers to stakeholder engagement. Furthermore, this research presents policy makers with recommendations to improve communication and organisational policies in enhancing stakeholder participation in SPP works in Ghana and other developing countries.Originality/valueAlthough studies on SP has increased with time, issues such as obstacles to stakeholder engagement in SP remain unexplored. Empirical data presented in this study bridges the gap that exists on the barriers of stakeholder engagement in SPP works in the Ghana Construction Industry.

Section: Resultsmentioning

confidence: 99%

“…In Ghana, stakeholder engagement is problematic in the public sector including procurement transactions (Buertey et al , 2016). The problem emanates from the cultural settings in the construction industry where few people (stakeholders) take decisions leaving large affected stakeholders out of the process (Dadzie et al , 2012).…”

Section: Introductionmentioning

confidence: 99%

Barriers to stakeholder engagement in sustainable procurement of public works

Fugar

et al. 2022

ECAM

Section: Hypotheses Related To Stakeholder-management Knowledgementioning

confidence: 99%

“…Davis [62] and Buertey, Amofa, and Atsrim [63] address the importance of properly identifying the project stakeholders, a factor they consider of primary importance in project performance. Project managers should focus more on the key stakeholders due to their higher level of influence and the impact of such influence on the project [63]. The authors of this paper are involved in many project lifecycle gateways in which progressive elaboration of the stakeholders' schedule is considered during project initiation, project design, and project planning.…”

Section: Hypotheses Related To Stakeholder-management Knowledgementioning

confidence: 99%

Key Success Factors and Their Impact on the Performance of Construction Projects: Case in Qatar

2023

The success of a construction project depends on different factors, the knowledge of the project managers, and the type of project being developed. In this paper, based on a review of the literature, 23 factors are identified as critical and they are grouped into top-management support, project manager’s skills, project team skills, and stakeholder-management knowledge. A framework with 23 hypotheses is developed to assess the relation between these factors and project performance. The analysis of the framework is conducted based on the responses obtained from a survey of 266 engineers working on construction projects in Qatar. The results show a positive relationship between critical success factors and project performance. The highest positive perception is shown for stakeholder engagement by the top management (mean = 5.589 ± 0.582) and the lowest positive perception for the need to predict stakeholder influence (mean = 3.939 ± 0.852). The analysis of the relative importance of these factors shows that the top-management support category is ranked highest for the success of a project. Although the perceptions are based on Qatar’s study, the success factors, their relationship with project success criteria, and project performance are global; therefore, the framework could be tailored and applied in different project contexts.

“…This study is based on the triple constraint theory where most of adopted monitoring practices from organizational perspectives may work well or fail hence leading to delays if this theory is not well embraced, (Ondari & Gekara, 2013). Delays in project completion are a common problem in the construction industry not only with an immeasurable cost to society but also with debilitating effects on the contracting parties, (Buertey et al, 2016).The theory of constraints is useful to the study because it helps project managers overcome the financing challenges and delays that may brought about by stakeholders opposing the implementation of projects. It's useful as it suggest methods in which managers can develop to ensure that they effectively manage hindrances to the project implementation brought about inadequate funding and involvement of stakeholders with varied suggestions and decisions.…”

Section: Theory Of Constraintsmentioning

confidence: 99%

Influence of Stakeholder’s Involvement on Project Performance. A Case Study of Kenya Ferry Services

GITHINJI,

OGOLLA,

KITHEKA (Ph.D)

2020

strategicjournals.com

Kenya ferry services has over the years implemented various projects to easy transportation at the Likoni channel, however, there had been complains of congestion and time wasting when crossing the channel which gave an indication that the two parties were not working together in solving the problems at the channels. To provide a solution to these problems, the study determined the influence of stakeholder's involvement on project performance at Kenya Ferry Services. The study adopted a descriptive research design, target population comprising 231 stakeholders of Kenya ferry services partners from which a sample of 70 respondents was selected. Data collection was done by use of questionnaires after a pilot study and analysed by use of only linear regression with the aid of SPSS program. The study findings established that: involvement of stakeholders in project identification was found to significantly and positively relate to project perfomance; it was observed that organization respect for stakeholders concerns to be the highest influencing factor in project identification; involvement of stakeholders in project planning was found to significantly and positively relate to project perfomance, it was observed that involving stakeholders in decision making as the most influential factor; involvement of stakeholders in project monitoring was found to significantly and positively relate to project perfomance, it was observed that using of inspection list as standardized organization monitoring practices and setting baselines for stakeholder's involvement in monitoring its activities are the most influential factor and lastly, it was established that involvement of stakeholders in project funding was found to significantly and positively relate to project perfomance, it was also observed that, involvement of stakeholder's in resource allocation was observed to be influential. The study recommended that enhancement of stakeholder involvement in project identification for better contribution to project perfomance; consideration for the concerns of all stakeholders equally instead of implementing what the national government commanded and a clear spell out of rules of engagement for stakeholders to avoid confusion on what they could do during the project management process.