Who is Who? Identifying the Different Sub-groups of Secondary Stakeholders within a Community: A Case Study of the Niger Delta Region of Nigeria Communities

Abstract

The Nigerian oil and gas industry (NOGI) has over time been dominated by the Nigerian government and oil producing companies (OPCs). The influences of the community stakeholder on OPCs in the last three decades have been expressed in diverse ways by different community sub-groups through their concerns and interests, some of which have severely impacted on the NOGI. Community within this context is categorised as a primary stakeholder, while the sub-groups are secondary stakeholders that emerge from within the community. Hence, the success of the NOGI largely depends on the Nigerian government and the oil producing companies, and other players such as Non-Governmental Organisations recognising the community as a key player and having appropriate knowledge of the different sub-groups of secondary stakeholders within the community in order to understand their intentions, behaviour, interests, influences and interrelations. Such knowledge is relevant to the NOGI's formulation of future oil and gas strategy.This study commences with an overview of the primary stakeholders (i.e. the Nigerian government, OPC and the community), their respective activities, participation and the link between these stakeholders with a specific focus on the NOGI context. Subsequently, various sub-groups of secondary stakeholders within the community and their respective interest(s) are identified in detail.

Stakeholder Engagement: A Conceptual Framework and Initial Validation to Foster Sustainability Development in a Maritime Cluster

“…All interviewees suggested that correctly identifying the right stakeholders and engaging them at the right time, is of paramount importance to the success of any project. This aligns with Osobajo and Moore (2017) assertion that identifying and having appropriate knowledge of the key stakeholders with respect to their intentions, interests, behaviour, influences and interrelations is essential for successful engagement. Likewise, Mitchell et al (1997) observed that considering relevant stakeholders based on one or more of the three relationship attributes of power, legitimacy and urgency will improve both the efficiency and effectiveness of the engagement process and intended outcomes.…”

“…It becomes crucial to identify and include all the relevant stakeholders as this will improve both the efficiency and effectiveness of the engagement process and intended outcomes. Osobajo and Moore (2017) added that identifying and having appropriate knowledge of the key stakeholders concerning their intentions, interests, behaviour, influences, and interrelations are essential for successful engagement. This is an essential step for maritime-related clusters, as to our experience, several related organisations are highly interest but less influential, and on the contrary, some organisations are not engaged but highly significant.…”