Mashali, A; Elbeltagi, E; Motawa, I and Elshikh, M (2023) Stakeholder management challenges in mega construction projects: Critical success factors. Journal of Engineering, Design and Technology, 21(2), pp. 358-375. ISSN 1726-0531
Abstract
Purpose: The construction industry is facing massive challenges due to the huge construction development, and stakeholder management (SM) practices, especially on megaprojects. The purpose of this paper is to investigate critical success factors (CSFs) encountered by key construction stakeholders to enhance SM practices on mega construction projects (MCPs). Design/methodology/approach: A questionnaire survey is carried out among the most important construction companies in Qatar. Three steps are used to finalize and evaluate the questionnaire before proceeding with the full survey, validity, pretesting and pilot study. Quantitative data analysis was conducted using the Statistical Package for Social Science software. Findings: This paper identifies the key factors contributing to improving SM performance in MCPs; none of these is uncommon, but here they come together in a more integrative way. Research limitations/implications: The limitations related to this research are briefly outlined as follows: the research was carried out in the State of Qatar. So, the findings are limited to the Qatari construction industry. The construction industry in Qatar is different from other countries where public projects have the priority to develop the infrastructure of the country prior to the world cup competition. The scope of this research is limited to MCPs. The impact of low awareness and knowledge of SM is not considered. However, the study is still reasonable and fortunately suitable to evaluate SM in MCPs. Practical implications: Identifying these factors is expected to assist project participants in MCPs in improving projects' performance and completing construction within the predefined time and cost. Originality/value: This study makes a significant contribution through identifying the CSFs that lead to develop efficient SM in MCPs. Moreover, the research findings are important for project stakeholders, organizations, contractors, engineers and local authorities who implement SM in MCPs. Moreover, it will enhance the application of SM practices in construction megaprojects and allow project key stakeholders to place emphasis on tackling the crucial challenges identified in this research.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | critical success factors; mega construction projects; stakeholder management |
| Index terms: | validity, engineer, package, construction development, construction industry, Qatar, social science, survey, construction company, local authority, data analysis, megaproject, critical success factor, stakeholder management, project stakeholder, competition, questionnaire, methodology, construction project, public project |
| Subjects: | research methods, theoretical framing, infrastructure engineering, production management, Geography, sociology, market analysis, industry analysis, organization, data collection methods, evaluation and assessment methods, profession, control systems, strategic project management, participation process, data analysis and analytics, contractual arrangements |
| Topics: | Business Strategy, Research Practice, Geographical Context, Project Management, Engineering Principles, Stakeholder Management, Roles and Professions, Procurement |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here