Bryde, M B D and Fearon, D (2011) A model of stakeholder management strategies for sustainable construction. In: Egbu, C and Lou, E C W (eds.) Proceedings of 27th Annual ARCOM Conference, 5-7 September 2011, Bristol, UK.
Abstract
Meeting sustainability related targets is increasingly becoming a key performance driver for organisations involved in construction projects. This paper sets out a conceptual model showing how stakeholder management strategies linked to value and risk management processes can enhance sustainability. In developing the model a holistic view of sustainability is taken encompassing environmental, social and economic elements of the Triple Bottom Line (TBL). Stakeholders are classified in terms of their interest in seeing sustainable solutions delivered, their power to influence the outcomes of a project in meeting sustainability related targets, which includes the possession of knowledge of appropriate sustainability solutions and their level of legitimacy to have their views recognised and to be involved in the process. Given the fragmented nature of the construction industry and the often complex temporary coalitions of organisations formed to undertake construction projects, effective stakeholder management is fundamental to success. This paper argues that the management of salient stakeholders is particularly crucial in respect of delivering sustainability, as different stakeholders will have different priorities in meeting the various element of the TBL. Further, a stakeholder s capability to contribute to achieving sustainability will be dependent upon the stakeholder s knowledge, experience and position in the temporary coalition of organisations that form a project. The paper posits that value management and risk management processes are an effective way of engaging the stakeholders and ought to be integrated with formal stakeholder management activities.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | risk management; sustainability; stakeholder management; value management |
| Index terms: | stakeholder management, construction industry, legitimacy, construction project, risk management, value management, strategy, becoming, sustainable construction |
| Subjects: | participation process, risk assessment, sociology, philosophical process, industry analysis, management, production management, sustainable construction |
| Topics: | Organizational Design, Value Management, Sustainability, Risk Management, Stakeholder Management, Research Practice, Project Management, Business Strategy |
| Descriptive scope: | 3 PCT |
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