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Chapman, C and Ward, S (2008) Developing and implementing a balanced incentive and risk sharing contract. Construction Management and Economics, 26(06), 659–69.

Chinyio, E and Akintoye, A (2008) Practical approaches for engaging stakeholders: findings from the UK. Construction Management and Economics, 26(06), 591–9.

Fraser, C and Zhu, C (2008) Stakeholder perception of construction site managers' effectiveness. Construction Management and Economics, 26(06), 579–90.

Mathur, V N, Price, A and Austin, S (2008) Conceptualizing stakeholder engagement in the context of sustainability and its assessment. Construction Management and Economics, 26(06), 601–9.

Moodley, K, Smith, N and Preece, C N (2008) Stakeholder matrix for ethical relationships in the construction industry. Construction Management and Economics, 26(06), 625–32.

Olander, S and Landin, A (2008) A comparative study of factors affecting the external stakeholder management process. Construction Management and Economics, 26(06), 553–61.

  • Type: Journal Article
  • Keywords: Customer relations; stakeholder; railways; Sweden
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190701821810
  • Abstract:
    There is a natural tendency for stakeholder groups to try to influence the implementation of construction projects in line with their individual concerns and needs. This presents a challenge for construction project managers in analysing and managing these various concerns and needs in a stakeholder management process falling within the limits of the project. The aim of the research presented here was to show the factors affecting the stakeholder management process positively or negatively from the perspective of project implementation. A comparative study of two railway projects in Sweden was undertaken to analyse these factors. The study showed that the outcome of the stakeholder management process depended mainly upon how well the project managers presented the benefits and negative consequences brought on by the construction project. Techniques and tools exist for this purpose, but must be appropriate, and these are discussed in the context of the two projects. The challenge for project managers is to implement the project in such a way that the effects of negative impacts are minimized and, if possible, the benefits for all stakeholders are maximized. Project managers must communicate and interact with stakeholders so that the perceived benefits and negative impacts are realistically defined.

Rowlinson, S and Cheung, Y K F (2008) Stakeholder management through empowerment: modelling project success. Construction Management and Economics, 26(06), 611–23.

Smyth, H (2008) The credibility gap in stakeholder management: ethics and evidence of relationship management. Construction Management and Economics, 26(06), 633–43.

Walker, D, Bourne, L M and Shelley, A (2008) Influence, stakeholder mapping and visualization. Construction Management and Economics, 26(06), 645–58.

Ward, S and Chapman, C (2008) Stakeholders and uncertainty management in projects. Construction Management and Economics, 26(06), 563–77.