Fuzzy Evaluation of the Factors Contributing to the Success of External Stakeholder Management in Construction

Goodenough D. Oppong*, Albert P. C. Chan, Ernest E. Ameyaw, Samuel Frimpong, Ayirebi Dansoh

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

The study focuses on evaluating the factors contributing to the success of external stakeholder management (SM) at the project planning stage from the perspective of developing countries. Questionnaire survey data was collected from project management practitioners in Ghana and analyzed using mean scoring, factor analysis, and fuzzy synthetic evaluation. The analysis revealed that the involvement of external stakeholders in decision-making is of topmost rank (mean=4.717) and effective communication with external stakeholders makes the highest individual contribution (weighting=1.000). In descending order of contribution based on index values, the seven activity groups established are involving stakeholders and ensuring mutual trust (4.666), effective communication with stakeholders (4.633), sustaining relationships with stakeholders (4.373), preliminary planning (4.006), analyzing project and stakeholder information (3.719), assessing stakeholder attributes and needs (3.675), and developing and applying effective strategies (3.610). Following, an evaluative process model (EPM), which is essentially a practice framework, was developed and demonstrated using the relative weightings of activities. The expert validation results showed that the EPM is comprehensive, objective, reliable, and appropriate for the purpose. The findings contribute to advancing stakeholder theory in construction management research in the context of developing countries. Practitioners can effectively apply, evaluate, compare, and improve the contributing activities in external SM process to inform about needed managerial decisions in projects. The findings will guide practitioners to be more externally oriented, resolve external stakeholder issues proactively, manage project more ethically and sustainably, and improve project success.
Original languageEnglish
Article number04021142
Number of pages18
JournalJournal of Construction Engineering and Management
Volume147
Issue number11
Early online date23 Aug 2021
DOIs
Publication statusE-pub ahead of print - 23 Aug 2021

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