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Fellows, R F, Liu, A and Fong, C M (2003) Leadership style and power relations in quantity surveying in Hong Kong. Construction Management and Economics, 21(08), 809-18.
Langford, D A and Robson, P (2003) The representation of the professions in the cinema: the case of construction engineers and lawyers. Construction Management and Economics, 21(08), 799-807.
Langford, D A, Kennedy, P, Conlin, J and McKenzie, N (2003) Comparison of construction costs on motorway projects using measure and value and alternative tendering initiative contractual arrangements. Construction Management and Economics, 21(08), 831-40.
Liu, A M-M, Fellows, R and Fang, Z (2003) The power paradigm of project leadership. Construction Management and Economics, 21(08), 819-29.
Newcombe, R (2003) From client to project stakeholders: a stakeholder mapping approach. Construction Management and Economics, 21(08), 841-8.
- Type: Journal Article
- Keywords: Construction; projects; clients; stakeholders; stakeholder mapping; project management
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/0144619032000072137
- Abstract:
In contemporary management theory and practice the rise and role of stakeholders as major players in organizational dynamics are widely recognized and recorded. This pluralistic view of the identity of those who have an investment and an interest in an organization extends well beyond the traditional concept of shareholders to include employees, suppliers, customers, trade unions, communities, etc. The concept of stakeholders has been applied to projects in general but has not, to date, been extended to the context of construction projects although it is accepted that the traditional view of the client as a single entity does not reflect the reality of stakeholder configurations for most projects. Different stakeholders have different levels and types of investment and interest in construction projects and can be seen as multiple clients or customers for the project in which they are involved. This paper argues that the concept of client, which has prevailed throughout the twentieth century, is now obsolete and is being replaced by the reality of project stakeholders. A novel application of the technique of stakeholder mapping to a large construction project demonstrates the importance to project managers of conducting the analysis of the power, predictability and interest of key project stakeholders.
Rowlinson, S M and Yates, D (2003) nDCAD: a virtual change agent for professions and procurement systems?. Construction Management and Economics, 21(08), 849-57.