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Stakeholder Inclusiveness: Enriching Project Management with General Stakeholder Theory

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According to research, stakeholder disappointment is a root problem within projects. In this article, the dilemmas related to stakeholder inclusiveness, in other words, engaging a broad range of stakeholders, are discussed. Based on a longitudinal case study, three propositions are offered: Applying stakeholder inclusiveness in a project (1) increases the likelihood of more engaged and satisfied stakeholders; (2) increases the danger of losing focus on those stakeholders who possess the most critical resources for the project's survival and progress; and (3) increases the danger of inducing stakeholder disappointment due to expectation escalation and impossibility of embracing conflicting requirements and wishes.
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... Researchers have highlighted the importance of stakeholder theory and project performance. According to Eskerod et al. (2015) stakeholder theory enriches project management as the stakeholder disappointment is a key issue in projects. The authors added that engaging more stakeholders can lead to greater satisfaction; it can distract from important stakeholders with critical resources; and it might raise expectations and create disappointment due to conflicting needs. ...
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The main objective of the study was to examine the effect of project management practices on performance of child protection project. The specific objectives of this study were to determine the effect of risk management on performance of child protection project, to assess the effect of stakeholder management on performance of child protection project, to examine the effect of communication on performance of child protection project and to analyze the effect of monitoring & evaluation on performance of child protection project in Kamonyi district. The theories that guided this study were the theory of constraints, theory of stakeholder, theory of self-interest and realistic evaluation theory. The study employed the descriptive and correlational research design. The target population was 178 people including project coordinator, project donors, project team members and project beneficiaries. The population was small and accessible; therefore, the census method was used to collect data. When collecting data, the researcher used the questionnaire and interview guide. The collected data was analyzed using qualitative analysis based on the answers of participants and quantitative analysis using descriptive statistics, correlational analysis, regression analysis employing SPSS version 25.0. The findings demonstrate that R-value of 0.228 indicates a positive correlation between the predictors (stakeholder management, risk management, communication and monitoring & evaluation) and dependent variable (Project performance). Regarding to the predictors, the result indicates that the association between stakeholder management and performance of child protection project in Kamonyi district is positive and no significant effect (beta=0.041, p-value=0.561˃0.05). Further, the relationship between communication and performance of child protection project in Kamonyi district is positive and no significant effect (beta= 0.026, p-value=0.722˃0.05). Moreover, the relationship between risk management and performance of child protection project in Kamonyi district is positive and no significant effect (beta=0.030, p-value=0.673˃0.05). Lastly, the result shows that the association between M&E and performance of child protection project is positive and significant effect (beta=0.173, p-value=0.012˂0.05).overall, this study found no significant impact of stakeholder management, communication, risk management on performance of child protection project in Kamonyi district. However, there is significant effect of monitoring & evaluation on performance of a child protection project in Kamonyi district. The study suggests to Child Protection Project to include policies for protecting children from risks, improving communication skills for better interactions with children, working closely with parents and caregivers, and creating a monitoring and evaluation plan with experienced staff. Further, Kamonyi district should partnering with NGOs for quality child protection, understanding risks, developing strategies, and focusing on early intervention and family support services to prevent families from needing further assistance.
... Stakeholder involvement. In all phases of this implementation process stakeholder involvement is a key factor as underlined by the ADAPT guideline [14] and this process is theoretically guided by Eskerod and methodically by Bitner, Ostrom & Morgan [21,22]. The implementation process will unfold in close collaboration with the municipalities and the Department of Vascular Surgery at University Hospital Zealand (SUH). ...
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Introduction Intermittent claudication is a peripheral artery disease caused by arteriosclerosis. People with intermittent claudication experience leg cramping during walking, with relief of symptoms during rest. Evidence shows that by participating in supervised exercise therapy and smoking cessation programs, people with intermittent claudication can reduce those symptoms and improve health-related quality of life and maximal walking distance while minimizing the need for an operation. However, implementation of such health-promoting initiatives in clinical practice in Denmark and other countries is limited. This is a protocol presenting the implementation process of supervised exercise therapy and smoking cessation in a region of Denmark. Methods and analysis The implementation process is a collaboration between the municipalities in the Region of Zealand and the Department of Vascular Surgery at University Hospital Zealand. The study uses a convergent mixed-methods prospective clinical cohort design, and the theoretical frame of this implementation process follows the framework for Adapting an existing intervention to a new context (ADAPT). The process involves stakeholder engagement, ongoing evaluation through key performance indicators and relevant outcomes that will inform the implementation process across and within each municipality. Dissemination Dissemination will happen throughout the process through continued meetings with stakeholders and dissemination of performance indicators and outcome results obtained through a database. All information about the study and material will be freely available. The project is registred on Clinicalgov (NCT06299956).
... According to organizational behavior theory, stakeholder behavior is driven by the motive "logic of consequentiality", meaning that the stakeholder will contribute if they expect the consequences to be positive and maximize their self-interest (Eskerod and Larsen, 2018). Based on the analysis above, stakeholder theory is evolving in a more complex direction, combining various aspects, such as who can affect and be affected by the group, the interest-in group, and the instrumentality group (Eskerod et al., 2015a;Littau et al., 2010). ...
Article
Purpose Megaprojects provide an ideal context for exploring the dynamic characteristics of stakeholders within a collaborative innovation system. This research aims to examine the changes in stakeholder salience and functional roles during the evolution of such a system. Design/methodology/approach This study is empirically grounded on the Hong Kong-Zhuhai-Macao Bridge (HZMB) megaproject in China, analyzed with the stakeholder salience, stakeholder functional role, stakeholder dynamics and collaborative innovation system theoretical lens. Findings The megaproject collaborative innovation system can be divided into four stages: the birth stage, development stage, mature stage and re-innovation stage. Stakeholder salience generally remains unchanged throughout the lifecycle of the collaborative innovation system, except for engineering consulting firms (ECF). ECF transitioned from a definitive stakeholder to an expectant stakeholder upon project completion. The number of definitive stakeholders during the first three stages increases gradually. Besides, stakeholder functional roles shift in eight different directions throughout the lifecycle of the megaproject collaborative innovation system because they possess different core resources necessary for implementing innovations and are positioned differently within the collaborative innovation system. Originality/value This study contributes to the theory and practice of collaborative innovation in megaprojects. First, it offers insights into the evolution of megaproject collaborative innovation systems from the perspective of stakeholder interactions. Second, it has significant implications for managing stakeholder relationships based on their salience and functional roles at different stages of the collaborative innovation system.
... In spatial terms inclusivity refers to the right of citizens to equally enjoy and have access to all urban amenities, primarily in close proximity to their place of residence [17,29,30]. However, through the lenses of participatory democracy -inclusivity can also relate to governance and the level of stakeholder participation and involvement in the planning process [31,32]. Indeed, the European Charter on Participatory Democracy [24], highlights the need for inclusive, transparent processes where all voices are heard, allowing people to express their concerns and needs. ...
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The paper focuses on the Maritime Spatial Planning (MSP) and the importance of incorporating participatory democracy and inclusivity, from a region-wise perspective. Traditionally MSP is a top-down central government process. Most responsibilities, competencies and jurisdiction lie at the national level, with limited input from local or regional stakeholders. However, the growing complexity of marine activities and the need for sustainable management of marine environment re-quires more inclusive and collaborative approaches. Drawing on the REGINA-MSP project, the paper explores how regional stakeholders can be more effectively engaged in MSP processes. The project, co-funded by the EU/EMFF, aims to consolidate MSP in the member states, through the strengthening of the role of regions and regional stakeholders. It does so, by applying a 3-step methodology, using tools like stakeholder database and ranking, interest-influence matrices and questionnaires. The paper emphasizes that achieving inclusivity in MSP at the regional level is highly associated with involving all relevant stakeholders. The paper identifies seven categories of regional stakeholders. Among them fishers are the ones having the lowest level of engagement and degree of representativeness in the MSP process, despite being among the most traditional marine users, and by association the more experienced holders of citizen science. Regarding regions and regional authorities (NUTS 2), they may also be considered as “outsiders” in the -nationally driven- MSP process, although this can be reversed, using regional and cross-regional Communities of Practice. In conclusion, the paper highlights the value of participatory democracy in MSP, and the importance to go regional and explore a more bottom-up approach that works in favor of advanced participatory democracy and inclusiveness in terms of stakeholders. The REGINA-MSP project provides valuable insights into how this can be achieved through a structured stakeholder engagement and the development of Communities of Practice.
... In the spatial discourse, inclusivity refers to the right of citizens to equally enjoy and have access to all urban amenities, primarily in close proximity to their place of residence [21,32,33]. However, through the lenses of participatory democracy, inclusivity can also relate to governance and the level of stakeholder participation and involvement in the planning process [34,35]. Indeed, the European Charter on Participatory Democracy [27], highlights the need for inclusive, transparent processes where all voices are heard, allowing people to express their concerns and needs. ...
Article
Full-text available
The paper focuses on Maritime Spatial Planning (MSP) and the importance of incorporating participatory democracy and inclusivity, from a region-wise perspective. Traditionally MSP is a top-down (central government) process. Most responsibilities, competencies and jurisdictions lie at the national level, with usually limited input from local or regional stakeholders. However, the growing complexity of marine activities and the need for sustainable management of the marine environment require more inclusive and collaborative approaches. In other words, it calls for a more bottom-up approach, where local and regional stakeholders are involved in a meaningful way. Drawing on the REGINA-MSP project, the study presented in this paper identifies categories of regional and local stakeholders relevant to MSP. The paper identifies seven categories of MSP stakeholders deriving from the local communities of coastal regions. Following an in depth stakeholder analysis and mapping, fishers were identified as the ones having the lowest level of engagement and degree of representativeness in the MSP process, despite being among the most traditional marine users. The general public is also considered a “weak” MSP stakeholder. Regarding regional authorities/goverments (NUTS 2 level according to the EU classification), their role and voice may also need further strengthening in the—nationally driven—MSP process. Communities of Practice is a tool that may encourage and advance participation and inclusivity in MSP, especially as regards local stakeholders of coastal regions.
... In fact, stakeholder theory remains fundamental to understand business and societal relationships and is the most commonly used theoretical framework to evaluate environmental and social dimensions (Matakanye et al., 2021). Yet, stakeholder management needs to be revisited due to the increasing relevance of sustainability issues (Eskerod et al., 2016;Eskerod & Huemann, 2013). In particular, stakeholder analysis, which is critical for identifying, understanding and proposing strategies for involving them as much as decided, needs to be updated with tools that rank stakeholders in face of expected benefits from diverse perspectives. ...
Conference Paper
Projects can importantly contribute to a more sustainable society, from environmental, economic, and social points of view. Stakeholder management in projects remains a challenging task due to inherently intangible and subjective dimensions associated with the concept of sustainability in complex, multi-stakeholder settings. This is particularly the case with research and innovation (R&I) projects jointly developed by firms and universities, among other parties, and co-funded by public agencies. In this study, a methodology is proposed based on a combination of the analytic network process (ANP) multicriteria decision-making method and the sustainability categories of the "P5 standard for sustainability in project management", to prioritize stakeholders in complex projects from a multi-stakeholder perspective. An R&I project in the circular economy area is used as a case study to test the proposed approach. The computation of the developed ANP model run with the input from various stakeholders led to the conclusion that the most relevant sustainability categories were found to be (in decreasing order of importance): "society and customers", "consumption", "lifespan of product" and "effectiveness of project processes". The most relevant stakeholder types were concluded to be (in decreasing order of importance): non-governmental organizations, members of the research team, members of the project management team, and leaders at partner organizations. Future research will include a focus group to discuss with the participating stakeholder representatives the ANP model results, and additional iterations of this study closer to and after the project closure.
... In relation with the former, different concepts have been defined. One of them is «stakeholder inclusiveness», which refers to the extent to that (in principle) all stakeholders are considered by the focal organization (Eskerod et al. 2015a). ...
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