Curran, M; Spillane, J and Clarke-Hagan, D (2018) External stakeholders in urban construction development projects: Who are they and how are they engaged? In: Gorse, C and Neilson, C J (eds.) Proceedings of 34th Annual ARCOM Conference, 3-5 September 2018, Queen’s University, Belfast, UK.
Abstract
The construction industry is renowned as being fragmented and complex, due to its project based nature, with greater risk and uncertainty, when compared to other industries. This element of risk is higher in urban development projects, where construction sites are a common feature. A large number of stakeholders are involved in urban development projects, and their involvement can make effective integration and collaboration difficult. Furthermore, the identification and engagement of external stakeholders involved in the project must be given consideration, as they can influence project implementation, although they have no contractual relationship. Therefore, this paper aims to identify and document who the external stakeholders are in urban development construction projects, and how they are managed and engaged by on-site project managers. The research method undertaken is qualitatively based, encompassing four case study interviews with construction professionals on urban development projects located in London, England. The data accumulated is qualitatively assessed using mind mapping software, and cognitively summarised. The Local Authority, Residents and Local Businesses emerged from a list of seventeen stakeholders, as the three main external stakeholders. From ten different strategies documented, Face-to-Face Meetings and Newsletters were identified as the two main strategies used to engage external stakeholders. The results of this pilot study are case study specific, but it provides a foundation to advance this subject into more detailed research. Overall, this research illustrates to site and project managers that the Local Authority, Residents and Local Businesses are the main external stakeholders to consider amongst a plethora of others, and Face-to-Face Meetings and Newsletters are the more beneficial of the various wide-ranging engagement strategies identified, to manage and engage external stakeholders on urban development construction projects.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | community engagement; external stakeholders; stakeholder engagement; stakeholder management; urban development. |
| Index terms: | integration, contractual relationship, construction professional, mapping, London, construction project, collaboration, urban development, stakeholder engagement, implementation, construction industry, external stakeholder, stakeholder management, construction development, interview, England, project manager, case study, community engagement, strategy, construction site, local authority, face |
| Subjects: | sociology, organizational analysis, industry analysis, spatial and geospatial analysis, management, urban design, professional development, Geography, production management, work location, psychology, contractual arrangements, participation process, contractual relationship, profession, data collection methods, community and social dimensions |
| Topics: | Urban Studies, Contract Administration, Site Management, Organizational Design, Business Strategy, Research Practice, Geographical Context, Project Management, Information Management, Stakeholder Management, Roles and Professions, Procurement |
| Descriptive scope: | 4 PCTE |
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