Construction stakeholder management by Ezekiel Chinyio, Paul Olomolaiye

By Ezekiel Chinyio, Paul Olomolaiye

"This publication captures most sensible perform in development stakeholder administration utilizing various overseas case stories. It demonstrates stakeholder mapping, provides the power/interest matrix and analyses a version for the well timed engagement of stakeholders." "The elevated use of partnering and different relational sorts of contracting have underlined the necessity for venture individuals to interact and likewise to be aware Read more...

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New York: Wiley. W. (2005) Promising new tool for stakeholder interaction. Journal of Architectural Engineering, 11(4):139–146. Pajunen, K. (2006) Stakeholder influences in organizational survival. Journal of Management Studies, 43(6):1261–1288. 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.

This view does not claim any superiority to the managerial view but rather complements it. It suggests that equal attention should be paid to both institutional contexts and managerial discretions in CSP discourses. This is in recognition of the fact that ‘Firms are not simple “institution-takers”; firm strategies interact with the institutional framework, which can lead to institutional reconfigurations, especially in the process of adjustment’ (Borsch, 2004:370). The discussion here is largely exploratory and does not present or adopt any normative stance (or ‘best practice’ approach) towards corporate stakeholding, governance and accountability.

From a sort of neutral stance, it may be better aligned to the language of contemporary capitalism than most other perspectives (Amaeshi and Adi, 2007). Normative perspective Stakeholder theory can, to a large extent, be argued to be fundamentally and originally rooted in norms and mores. The normative perspective to stakeholding is largely prescriptive of ‘who’ ought to be considered as stakeholders and what is ‘right’ or ‘wrong’ to do in relation to stakeholders. It draws its legitimacy from its inclination towards some moral standards.

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