Critical success factors for stakeholder management: construction practitioners' perspectives

Yang, Jing, Shen, Geoffrey Qiping, Drew, Derek S. and Ho, Manfong 2010, Critical success factors for stakeholder management: construction practitioners' perspectives, Journal of construction engineering and management, vol. 136, no. 7, pp. 778-786, doi: 10.1061/(ASCE)CO.1943-7862.0000180.

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Title Critical success factors for stakeholder management: construction practitioners' perspectives
Author(s) Yang, Jing
Shen, Geoffrey Qiping
Drew, Derek S.
Ho, Manfong
Journal name Journal of construction engineering and management
Volume number 136
Issue number 7
Start page 778
End page 786
Publisher American Society of Civil Engineers
Place of publication New York, N.Y.
Publication date 2010-07
ISSN 0733-9364
Keyword(s) critical success factors (CSFs)
stakeholder management
comparative analysis
Hong Kong
Summary Although various factors have been identified as important for accomplishing successful stakeholder management, few studies appear to have undertaken a comparative analysis of practitioners’ views on the relative importance of critical success factors (CSFs) for stakeholder management in construction projects. In an attempt to fill this research gap, a questionnaire survey was conducted in Hong Kong to collect the opinions of construction practitioners regarding the relative importance of CSFs for stakeholder management. Findings from this study show that all 15 selected CSFs are regarded as critical by most respondents for the success of stakeholder management in construction projects. The factor regarding social responsibilities is considered most important for managing stakeholders. Although correlations between CSFs and types of projects and organizations were statistically significant, these were not particularly strong. Also, even though there is a general consensus on the rankings of the CSFs among different respondents, the detailed pairwise comparisons actually show the existence of a few differences in perceptions on the relative importance of the CSFs. Therefore, the working priorities of project managers for managing stakeholders are context specific, depending on the nature, client sector, and cost of the project, and also on their organizations and management levels in the organization. These findings should help project managers become more aware of their responsibilities and the relative importance of issues for management stakeholders.
Language eng
DOI 10.1061/(ASCE)CO.1943-7862.0000180
Field of Research 120199 Architecture not elsewhere classified
Socio Economic Objective 970109 Expanding Knowledge in Engineering
HERDC Research category C1.1 Refereed article in a scholarly journal
Copyright notice ©2010, ASCE
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Document type: Journal Article
Collection: School of Architecture and Built Environment
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