The evolution of stakeholder management practices in Australian mega construction projects

Rebecca Jing Yang, Sajani Jayasuriya, Chathuri Gunarathna, Mehrdad Arashpour, Xiaolong Xue, Guomin Zhang

Research output: Contribution to journalArticleResearchpeer-review

Abstract

Purpose: The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach: Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings: Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value: This study will help academics to understand the adoption progress and status of stakeholder management methods.

Original languageEnglish
Pages (from-to)690-706
Number of pages17
JournalEngineering Construction and Architectural Management
Volume25
Issue number6
DOIs
Publication statusPublished - 16 Jul 2018
Externally publishedYes

Keywords

  • Case study
  • Construction
  • Management
  • Organization
  • Strategic management

Cite this

Yang, Rebecca Jing ; Jayasuriya, Sajani ; Gunarathna, Chathuri ; Arashpour, Mehrdad ; Xue, Xiaolong ; Zhang, Guomin. / The evolution of stakeholder management practices in Australian mega construction projects. In: Engineering Construction and Architectural Management. 2018 ; Vol. 25, No. 6. pp. 690-706.
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The evolution of stakeholder management practices in Australian mega construction projects. / Yang, Rebecca Jing; Jayasuriya, Sajani; Gunarathna, Chathuri; Arashpour, Mehrdad; Xue, Xiaolong; Zhang, Guomin.

In: Engineering Construction and Architectural Management, Vol. 25, No. 6, 16.07.2018, p. 690-706.

Research output: Contribution to journalArticleResearchpeer-review

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