Practical approach for analysing and engaging stakeholders in construction megaprojects

  • Ayman Mashali Mansoura University, Mansoura 35511, Egypt
  • Ahmed Eltantawy Mansoura University, Mansoura 35511, Egypt
Ariticle ID: 509
186 Views, 100 PDF Downloads
Keywords: stakeholder, management, engagement, construction, megaprojects

Abstract

Purpose: The construction industry is a complex environment, it is facing massive challenges, especially on megaprojects, due to the huge construction development and stakeholder management (SM). This paper seeks to explore, investigate, and assess the methods for analysing and engaging stakeholders on construction megaprojects to overcome stakeholder management problems and enhance performance. Methodology: The quantitative methodology is adopted in this research; a questionnaire survey is carried out among big construction firms in Qatar, with a 59% response rate. Quantitative data analysis was conducted using the statistical package for social science (SPSS) software. Findings: This paper investigated and assessed the common methods for analysing and engaging stakeholders on construction megaprojects, where they come together more integrative. Hence, this will boost their chances of reaching higher levels of success and project effectiveness. Lastly, the findings are foreseen to aid project managers in adjusting their strategies when considering future implementation plans via a broad picture and understanding of SM and their relationships in CMPs. Practical implications: Investigating and assessing the methods for analysing and engaging stakeholders is expected to assist project managers in improving projects’ performance and completing construction within the predefined time and cost. Besides, it enhances and strengthens the present body of knowledge in SM study domains and provides a starting point for practitioners and academics. Originality: This study contributes significantly by investigating and assessing the methods for analysing and engaging stakeholders in MCPs. Moreover, the findings are important for all concerned project stakeholders and are considered as a roadmap for effective stakeholder management in MCPs.

References

[1] Ayodele TO, Kajimo-Shakantu K. Challenges and drivers to data sharing among stakeholders in the South African construction industry. Journal of Engineering, Design and Technology. 2021; 20(6): 1698-1715. doi: 10.1108/jedt-02-2021-0074

[2] Mashali A, Elbeltagi E, Motawa I, Elshikh M. Stakeholder management: an insightful overview of issues. International Conference on Civil Infrastructure and Construction (CIC 2020); Doha, Qatar; 2-5 February 2020.

[3] Mashali A, Elbeltagi E, Motawa I, Elshikh M. Assessment of Stakeholders’ Engagement According to Contract Type in Water Megaprojects in Qatar. In: Sustainable Energy-Water-Environment Nexus in Deserts (IC-SEWEN 2019): Proceeding of the First International Conference on Sustainable Energy-Water-Environment Nexus in Desert Climates (IC-SEWEN 2019). Advances in Science, Technology & Innovation. Springer, Cham. Publishing; 2022. pp. 823-834.

[4] Yang RJ, Shen GQ. Framework for stakeholder management in construction projects. Journal of Management in Engineering. 2015; 31(4).

[5] Famiyeh S, Amoatey CT, Adaku E, et al. Major causes of construction time and cost overruns. Journal of Engineering, Design and Technology. 2017; 15(2): 181-198. doi: 10.1108/jedt-11-2015-0075

[6] Kwofie TE, Aigbavboa CO, Thwala WD. Clusters of key barriers to life cycle assessment adoption in the South African construction industry: perspectives of stakeholders. Journal of Engineering, Design and Technology. 2020; 19(4): 888-903. doi: 10.1108/jedt-06-2020-0223

[7] Evans M, Farrell P, Mashali A. Influence of partnering on stakeholder’s behaviour in construction mega-projects. The Journal of Modern Project Management. 2020; 8(1): 116-137.

[8] Mashali A, Elbeltagi E, Motawa I, et al. Stakeholder management challenges in mega construction projects: critical success factors. Journal of Engineering, Design and Technology. 2022; 21(2): 358-375. doi: 10.1108/jedt-09-2021-0483

[9] Freeman RE. Strategic Management: A Stakeholder Approach, Pitman, Boston, USA. 1984.

[10] PMBOK®, Project Management Institute PMI (2017), A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6 ed. Project Management Institute (PMI), PA. Newtown Square, Pennsylvania.

[11] Mashali A, Motawa I, Elshikh M. BIM-Based Stakeholder Management in Mega Construction Projects. Doctoral dissertation, Engineering Faculty, Mansoura University, Mansoura, Egypt. 2022.

[12] El-Sabek LM, McCabe BY. Coordination Challenges of Production Planning in the Construction of International Mega-Projects in The Middle East. International Journal of Construction Education and Research. 2017; 14(2): 118-140. doi: 10.1080/15578771.2016.1276109

[13] Flyvbjerg B. What you Should Know about Megaprojects and Why: An Overview. Project Management Journal. 2014; 45(2): 6-19. doi: 10.1002/pmj.21409

[14] Evans M, Farrell P, Elbeltagi E, et al. Influence of Partnering Agreements Associated with BIM Adoption on Stakeholder’s Behaviour in Construction Mega-Projects. International Journal of BIM and Engineering Science. 2020; 3(1): 1-17. doi: 10.54216/ijbes.030101

[15] Brockmann C, Girmscheid G. Complexity of megaprojects. In: CIB World Building Congress: Construction for Development: 14-17 May 2007, Cape Town International Convention Centre, South Africa (pp. 219-230). CIB. 2007.

[16] Wojewnik-Filipkowska A, Dziadkiewicz A, Dryl W, et al. Obstacles and challenges in applying stakeholder analysis to infrastructure projects. Journal of Property Investment & Finance. 2019; 39(3): 199-222. doi: 10.1108/jpif-03-2019-0037

[17] Yang J, Shen GQ, Bourne L, et al. A typology of operational approaches for stakeholder analysis and engagement. Construction Management and Economics. 2011; 29(2): 145-162. doi: 10.1080/01446193.2010.521759

[18] Salem MA, Shawtari FA, Shamsudin MF, et al. The relation between stakeholders’ integration and environmental competitiveness. Social Responsibility Journal. 2016; 12(4): 755-769. doi: 10.1108/srj-12-2015-0189

[19] Bowen F, Newenham-Kahindi A, Herremans I. When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy. Journal of Business Ethics. 2010; 95(2): 297-318. doi: 10.1007/s10551-009-0360-1

[20] Li Y, Sun H, Li D, et al. Effects of digital technology adoption on sustainability performance in construction projects: The mediating role of stakeholder collaboration. Journal of Management in Engineering. 2022; 38(3): 04022016. doi: 10.1061/(ASCE)ME.1943-5479.0001040

[21] Olander S, Landin A. A comparative study of factors affecting the external stakeholder management process. Construction Management and Economics. 2008; 26(6): 553-561. doi: 10.1080/01446190701821810

[22] Toriola-Coker L, Owolabi H, Alaka H, et al. Critical success factors (CSFs) for motivating end-user stakeholder’s support for ensuring sustainability of PPP projects in Nigerian host communities. Journal of Engineering, Design and Technology. 2021; 21(3): 902-926. doi: 10.1108/jedt-04-2021-0202

[23] Travaglini A, Dunović IB. Megaproject case studies: a stakeholder management perspective, (International Conference on Industrial Engineering and Operations Management), Kuala Lumpur, Malaysia. 2016.

[24] Mok KY, Shen GQ, Yang J. Stakeholder management studies in mega construction projects: A review and future directions. International Journal of Project Management. 2015; 33(2): 446-457. doi: 10.1016/j.ijproman.2014.08.007

[25] Heravi Torbati AH. Improving construction management: an investigation into the influences of effective stakeholder involvement on project quality outcomes [PhD thesis]. Queensland University of Technology; 2014.

[26] Naoum S. Dissertation Research and Writing for Construction Students. Routledge; 2012. doi: 10.4324/9780080467047

[27] Field A. Discovering statistics using IBM SPSS statistics, 5th ed. Sage Publications Ltd; 2018.

[28] Slovin E. Slovin’s Formula for Sampling Technique, New York, USA; 1960.

[29] Babbie ER. The practice of social research: Nelson Education. Boston, MA Cengage Learning, 14th ed. USA. 2015.

[30] Cronbach LJ. Coefficient alpha and the internal structure of tests. Psychometrika. 1951; 16(3): 297-334. doi: 10.1007/bf02310555

[31] George D, Mallery P. IBM SPSS Statistics 26 Step by Step. Routledge; 2019. doi: 10.4324/9780429056765

[32] Pallant J. SPSS survival manual: A step guide to data analysis using SPSS for windows. Australia: Allen & Unwin; 2005.

[33] Halwatura RU, Ranasinghe NPNP. Causes of Variation Orders in Road Construction Projects in Sri Lanka. ISRN Construction Engineering. 2013; 2013: 1-7. doi: 10.1155/2013/381670

[34] Van Tam N, Diep TN, Quoc Toan N, et al. Factors affecting adoption of building information modeling in construction projects: A case of Vietnam. Cogent Business & Management. 2021; 8(1). doi: 10.1080/23311975.2021.1918848

Published
2024-04-18
How to Cite
Mashali, A., & Eltantawy, A. (2024). Practical approach for analysing and engaging stakeholders in construction megaprojects. Building Engineering, 2(1), 509. https://doi.org/10.59400/be.v2i1.509
Section
Article