By Ezekiel Chinyio, Paul Olomolaiye
"This e-book captures most sensible perform in development stakeholder administration utilizing more than a few foreign case reports. It demonstrates stakeholder mapping, offers the power/interest matrix and analyses a version for the well timed engagement of stakeholders." "The elevated use of partnering and different relational types of contracting have underlined the necessity for undertaking contributors to interact and likewise to be aware of all those that can have an effect on or be stricken by a undertaking and its linked advancements. Stakeholder administration allows them to work out this wider photo and gives counsel for handling the various perspectives and pursuits which may happen during a project's life." "All building tasks have the opportunity of conflicts of curiosity that could bring about high priced and destructive felony complaints. This new e-book advocates an alternative choice to dispute solution that's proactive, functional and international in its program. development Stakeholder administration is hence a necessary textual content for complicated scholars, academics, researchers and practitioners within the equipped environment."--BOOK JACKET. Read more...
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Extra resources for Construction stakeholder management
Smith, J. D. (2004) Stakeholder management during project inception: Strategic needs analysis. Journal of Architectural Engineering, 10(1):22–33. S. L. (2006) A case study of project and stakeholder management failures: Lessons learned. Project Management Journal, 37(5):26–35. L. (2002) Strategic Management (4th edn). London: Thomson. Vogwell, D. (2002) Stakeholder Management. davislangdon. pdf#search=%22stakehol der%20management%20vogwell%22 (Accessed on 20 June 2006). W. (2006) Business Ethics – A Stakeholder and Issues Management Approach (4th edn).
Agle et al. ’s (1997) theoretical model of stakeholder salience and confirm this model. They found that in the minds of CEOs, ‘the stakeholder attributes of power, legitimacy, and urgency are individually . . and cumulatively . . related to stakeholder salience across all groups; (which) . . suggests that these stakeholder attributes (of power, legitimacy and urgency) do affect the degree to which top managers give priority to competing stakeholders’ (p. 521). While ‘. . , 2003). Opportunistic managers can more easily act in their own self-interest by claiming that the action actually benefits some stakeholder group or other (Jensen, 2000; Marcoux, 2000).
G. dealing with them ethically. Introducing Stakeholder Management 7 To an organisation, the key considerations in practical stakeholder management should include the following (Caroll and Buchholtz, 2006): 1. 2. 3. 4. 5. 6. Who are our stakeholders? What are their stakes? What opportunities do they present? What challenges or threats do they present? What responsibilities do we have towards our stakeholders? What strategies or actions should we use to engage our stakeholders? Caroll and Buchholtz (2006) elaborated on their sixth point above.
Construction stakeholder management by Ezekiel Chinyio, Paul Olomolaiye