Stakeholder Management

Revision as of 20:15, 23 November 2014

Abstract

In any case it is important to identify all the key stakeholders and define which interest they have in the project and how important they are for the completion of the project. A plan for handling and communication with the different stakeholders can then be created, when the stakeholder analysis has been performed. In managing stakeholders, both internal and external, it is important to always find solutions that are mutually beneficial. The growing focus on stakeholder analysis is a clear reflection of the general tendency to recognise how stakeholders can influence decision-making processes. This article will attempt to create an overview of the different tools associated with managing different types of stakeholders and look into the differences in stakeholder management across different project types. Furthermore, the article will look into the limitations of existing methods for stakeholder analysis and management. Here it will look into the areas in need of further development such as stakeholder involvement. Lastly it will summarise the discussion and make a conclusion on the current state of the existing tools for managing stakeholders.

The article will consist of the following headlines and the overall content has been listed in the following paragraphs.

Introduction

The purpose of identifying and classifying stakeholders is to make the identification of stakeholder concerns easier and consequently making issue solving a smoother task. The prioritisation of the stakeholders is a key outcome of a stakeholder analysis, as it will allow the project manager to acquire the knowledge necessary to get the maximum advantage of the stakeholders’ contribution to the project. Stakeholder management was first observed in Scandinavian management [Ref (1)] and they started differentiating between shareholder theory and stakeholder theory. Freeman [REF 2] has defined that stakeholders with similar interests or rights will move towards forming a group. The model that followed this definition was then a stakeholder map, placing the company at the centre interacting with its surrounding stakeholders.

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Assumptions

There are some core assumption to stakeholder theory, presented by both, Jones and Wicks, Savage et al., and Phillips et al. These are as follows:

• Organizations engage in relationships with many groups that either influence or are influenced by them, stakeholders in accordance with the Freeman (1984) terminology.
• The theory focuses on these relationships in terms of processes and results for the company and the stakeholder.
• The interests of all legitimate stakeholders are of intrinsic value and no single set of interests prevails over all others, as proposed by Clarkson (1995) and Donaldson and Preston (1995).
• The theory focuses on managerial decision making.
• The theory identifies how stakeholders seek to influence organizational decision-making processes so they become consistent with their needs and priorities.
• As regards the organizations themselves, they should strive to understand, reconcile and balance the various participant interests.

• Definition of a stakeholder
• Why are they so important to projects?
• Evolution of Stakeholder theory

Stakeholder identification

• What kind of tools can be used for identifying and classifying stakeholders?

Stakeholders can be categorised using different tootls. Firstly they can be categorised into the following three overall categories:

Downward stakeholders

Here you find the project group itself – they hold a critical role in the completion of the project and their effort is crucial. In order to manage the project group it is important to clarify what the members wish to obtain or accomplish by participating in the project. Moreover it is important for each member to state what his/her contribution will be depending on the set of skills each member possesses.

Upward stakeholders

Here you find the stakeholder financing the project, amongst them you will also find the project owner. In order to manage the expectations of the project owner, it is important that these be discussed at the beginning of the project in order for the expectations to be in compliance with the reality.

The role of the project owner is to give visible support to the project and to use his formal power to help the project move along.

Outward stakeholders

These stakeholders can both be internal and external to the organisation where the project is taking place.

The external outward stakeholders could be the clients, suppliers, authorities and competitors amongst others.

The internal outward stakeholders could be the other project managers for projects run in parallel, other employees not directly involved in the project at hand, line managers, etc.…

Furthermore, the client/end-user of the project outcome is also and important stakeholder, because the outcome of the project can become an utter failure if the accept of the client/end-user is taken for granted. Which is why it is crucial to maintain a continuous dialogue with the client to constantly manage expectations.

Stakeholders can also be classifies into further specific types:

Dormant

Discretionary

Demanding

Dominant

Dangerous

Dependent

Another possibility is to classify stakeholder according to the following three categories:

Power

Legitimacy

Urgency

Stakeholders in different projects

• In construction project management
• In R&D project management
• In sustainability management

Stakeholder theories

• The different approaches to stakeholder analysis
  • Categorisation of stakeholders
  • The power/interest grid
  • Stakeholder-influence network
  • Stakeholder management web

Stakeholder salience (REF 2) is a model which includes stakeholder powers of negotiation, their relational legitimacy and the urgency in attending to stakeholder requirements. It is a dynamic model, displaying three main advantages:

• It is political in the sence that it considers the organisation as the result of conflicting and unequal interests
• It is orperationally practical because i qualifies the stakeholders
• It is dynamic because it considers changes in intersts over social space and time

Furthermore the model proposed by Mitchell et al. suggests that strategic behaviour is subject to various groups located in the surrounding environment with organisational strategies needing to meet the needs of these groups in accordance with their respective importance. This is defined by the three aforementioned factors varying in accordance with the situation. The proposed model is theremore dynamic for the following three reasons:

• The three attributes are variables - neither static nor stationary
• The attributes are socially construceted - not objective
• Stakeholders do not always know that they are in possession of one or more attributes

However, there are some suggested limitiation to this model following emperical work. Mitchell et al. suggests that the attributes are binary, however when looking further in to the characteristics of each attribute, doubt arrises as to whether it be accurate to only measure them in binary terms.

Discussion of the tools

• Pros and cons
• What is missing?

Conclusion

References