When Stakeholders Shape Successes or Bring Failures – A Case Study of an Algerian Megaproject

Zidane, Youcef J-T.; Johansen, Agnar; Ekambaram, Anandasivakumar; Hald, Linda C.

doi:10.1016/j.procs.2015.08.637

Cited by 16 publications

(18 citation statements)

References 18 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Stakeholder engagement plays a critical role in project success (Turner and Zolin, 2012). The early participation of both internal and external stakeholders is highly significant (Zidane et al, 2015). The early engagement of interested parties avoids, or at least diminishes, drawbacks brought about by a stakeholder.…”

Section: Stakeholder Managementmentioning

confidence: 99%

Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance

Nguyen

Mohamed

2021

EPPM-Journal

View full text Add to dashboard Cite

Effective stakeholder management (ESM) is a critical success factor for projects. The increasing complexity in the relationships among stakeholders and their diverse characteristics, including power and interests makes the management of stakeholders increasingly challenging. To date, much of the literature has focused on the stakeholder analysis with very limited to the direct and indirect relationships between stakeholder characteristics (SC) and project performance (PP). Therefore, the aim of this study is to fill these research gaps by empirically examining (1) the relationship(s) between SC and PP and (2) the mediation effect of ESM on the above-mentioned relationships. Data analysis was conducted using structural equation modelling. The findings suggest that stakeholder legitimate behaviour (LB), opposing behaviour (OB), and conflicting interests affect the ability to achieve both sets of quantitative and qualitative PP negatively. ESM has been identified as a key element to eliminate the negative effects of the aforementioned behaviours on qualitative (and not quantitative) PP measures.

show abstract

Section: Stakeholder Managementmentioning

confidence: 99%

Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance

Nguyen

Mohamed

2021

EPPM-Journal

View full text Add to dashboard Cite

show abstract

“…Previous research has identified SE as a key factor in project success (Turner and Zolin, 2012) and the successful management of a CP network (Hwang and Ng, 2016). The early contributions of both internal and external stakeholders are of great significance (Zidane et al, 2015). Ensuring the early involvement of interested parties can avoid or diminish the negative effects caused by these stakeholders.…”

Section: Stakeholder Engagementmentioning

confidence: 99%

Stakeholder Management in Complex Project: Review of Contemporary Literature.

Nguyen¹,

Mohamed²,

Panuwatwanich³

2018

EPPM-Journal

View full text Add to dashboard Cite

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.

show abstract

“…Project studies have often been dominated by claims to rationality early on in the project lifecycle (Clegg et al, 2016). For instance, it is typically the case that scholars argue for the need to engage with stakeholders early on in the project lifecycle so that the power and predictability of stakeholders can be mapped out to ensure the success of megaprojects (Zidane et al 2015;Ninan & Mahalingam 2017). Yet, this belief downplays the realities of contestation and change, and the role resistance can play to generate productive value in projects (Courpasson et al, 2011).…”

Section: Making Sense Of Social Value In Megaprojectsmentioning

confidence: 99%

Social value for whom, by whom and when? Managing stakeholder dynamics in a UK megaproject

Mulholland

Chan

Canning

et al. 2020

Proceedings of the Institution of Civil Engineers - Management,

View full text Add to dashboard Cite

show abstract

When Stakeholders Shape Successes or Bring Failures – A Case Study of an Algerian Megaproject

Cited by 16 publications

References 18 publications

Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance

Mediation Effect of Stakeholder Management between Stakeholder Characteristics and Project Performance

Stakeholder Management in Complex Project: Review of Contemporary Literature.

Social value for whom, by whom and when? Managing stakeholder dynamics in a UK megaproject

Contact Info

Product

Resources

About