Ninan, J;
Mahalingam, A;
Clegg, S;
(2019)
External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective.
Project Management Journal
, 50
(6)
pp. 625-640.
10.1177/8756972819847045.
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Abstract
Megaprojects involve managing external stakeholders with diverse interests. Using an Indian megaproject case study, we discuss how the project managed external stakeholders through strategies such as: persuasion, deputation, give and take, extra work for stakeholders, and flexibility. Drawing from theories and frameworks of power, we explain how these strategies emerge through a process of tactical clustering. We also analyze the resources available to the project team—such as recruitment discretion, government backing, and fund discretion—that influence these power dynamics and enable these strategies. We posit that changes in the resource base can significantly affect strategic action and, in turn, megaproject outcomes.
| Type: | Article |
|---|---|
| Title: | External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective |
| Open access status: | An open access version is available from UCL Discovery |
| DOI: | 10.1177/8756972819847045 |
| Publisher version: | https://doi.org/10.1177/8756972819847045 |
| Language: | English |
| Additional information: | This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions. |
| Keywords: | External stakeholders, governance, influence tactics, infrastructure megaprojects, power |
| UCL classification: | UCL UCL > Provost and Vice Provost Offices > UCL BEAMS UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of the Built Environment |
| URI: | https://discovery.ucl.ac.uk/id/eprint/10079882 |
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