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Building stakeholder engagement: the impact of project manager behaviors

Building stakeholder engagement: the impact of project manager behaviors
Building stakeholder engagement: the impact of project manager behaviors
Whilst in today’s complex environment the use of projects to manage a diverse range of business changes has become the norm, evidence suggests that a high proportion of projects fail to deliver. A significant cause of failure in complex contexts is seen to be the failure to engage stakeholders. Within the project management literature, the significance of stakeholders has been emphasised for a considerable time. However, the research into stakeholders has tended to focus on stakeholder analysis and failed to deliver practical applications that can guide managers in the process of engaging stakeholders. This paper reports a longitudinal case study that was designed to explore the capabilities and behaviors of managers in engaging stakeholders in the implementation of four complex projects within the case study organization. The findings point to eight areas of capability and related behaviors associated with effective stakeholder engagement. The paper contributes to stakeholder theory through the granularity of evidence of managerial behaviors that are required in complex projects and the significance of organizational culture as a major contextual factor, as well as contributing to practice and addressing this gap in the project management literature.
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Clarke, Nicholas
f5976c15-863e-4a80-917c-ba75699d951a
D'amato, Alessia
f9ccb1f8-2e1f-4cfe-8cd2-8d9119cec2d4
Vahidi, Ramesh
74f9288f-a35c-4a3e-990b-d22deb0c9590
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Clarke, Nicholas
f5976c15-863e-4a80-917c-ba75699d951a
D'amato, Alessia
f9ccb1f8-2e1f-4cfe-8cd2-8d9119cec2d4
Vahidi, Ramesh
74f9288f-a35c-4a3e-990b-d22deb0c9590

Higgs, Malcolm, Clarke, Nicholas, D'amato, Alessia and Vahidi, Ramesh (2018) Building stakeholder engagement: the impact of project manager behaviors. Academy of Management Annual Meeting. 01 Apr 2018. (doi:10.5465/AMBPP.2018.13970abstract).

Record type: Conference or Workshop Item (Paper)

Abstract

Whilst in today’s complex environment the use of projects to manage a diverse range of business changes has become the norm, evidence suggests that a high proportion of projects fail to deliver. A significant cause of failure in complex contexts is seen to be the failure to engage stakeholders. Within the project management literature, the significance of stakeholders has been emphasised for a considerable time. However, the research into stakeholders has tended to focus on stakeholder analysis and failed to deliver practical applications that can guide managers in the process of engaging stakeholders. This paper reports a longitudinal case study that was designed to explore the capabilities and behaviors of managers in engaging stakeholders in the implementation of four complex projects within the case study organization. The findings point to eight areas of capability and related behaviors associated with effective stakeholder engagement. The paper contributes to stakeholder theory through the granularity of evidence of managerial behaviors that are required in complex projects and the significance of organizational culture as a major contextual factor, as well as contributing to practice and addressing this gap in the project management literature.

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More information

e-pub ahead of print date: 9 July 2018
Published date: 1 August 2018
Venue - Dates: Academy of Management Annual Meeting, 2018-04-01 - 2018-04-01

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Local EPrints ID: 435585
URI: http://eprints.soton.ac.uk/id/eprint/435585
PURE UUID: dcf82a1e-5725-45b5-b8ca-47101e5ba7c5

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Date deposited: 12 Nov 2019 17:30
Last modified: 12 Dec 2021 07:04

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Contributors

Author: Malcolm Higgs
Author: Nicholas Clarke
Author: Alessia D'amato
Author: Ramesh Vahidi

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