Exploring the dimensions of traditional authority influencing stakeholder management at the pre-construction stage of infrastructure projects
Exploring the dimensions of traditional authority influencing stakeholder management at the pre-construction stage of infrastructure projects
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DOI：
10.1080/01446193.2019.1589647
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发表时间：
2019-04-10
影响因子：
3.4
通讯作者：
Oppong, Goodenough Dennis
中科院分区：
文献类型：
--
作者：
Dansoh, Ayirebi;Frimpong, Samuel;Oppong, Goodenough Dennis
在世界许多地方，传统当局影响着基础设施项目的施工前利益攸关方管理过程。在这篇概念性文章中，我们试图探讨传统权威的维度，影响利益相关者管理在施工前阶段，使用加纳的情况。通过系统的文献综述，确定了29个与传统权威有关的不同问题。然后，通过一个叙事焦点小组讨论，这些问题被验证，修订和浓缩为21个项目。通过专题分析，这些问题被归纳为传统权威影响的四个方面：传统领导的权力和作用;对传统领导的期望;项目对社区资源的影响;宗教和文化价值观的影响。通过对结果的进一步抽象，我们确定了传统当局与其他利益攸关方之间互动产生的六种影响模式，即：妥协、不确定性、不稳定性、权力和角色压制、文化适应和两极分化。研究结果提供了一个起点，理论化的影响，传统的权威建设前的利益相关者管理。调查结果还为项目管理人员提供了信息，以制定管理传统当局影响的实用战略，确保在基础设施项目施工前阶段有效地管理利益攸关方。
In many parts of the world, traditional authorities influence the pre-construction stakeholder management process on infrastructure projects. In this conceptual article, we sought to explore the dimensions of traditional authority that influence stakeholder management at the pre-construction stage, using the case of Ghana. Twenty-nine different issues related to traditional authority were identified through a systematic literature review. Then, through a narrative focus group discussion, the issues were validated, revised and condensed into 21 items. Through thematic analysis, the issues were clustered into four dimensions of traditional authority influences: power and role of traditional leadership; expectations of traditional leadership; project impacts on community resources; and impact of religious and cultural values. Through a further abstraction of the results, we identified six patterns of influence that emerge from the interaction between traditional authorities and other stakeholders, viz.: compromise; uncertainty; instability; power and role suppression; acculturation; and polarization. The findings provide a starting point for theorizing the influence of traditional authority on pre-construction stakeholder management. The findings also provide project managers with information for the development of practical strategies for managing the influence of traditional authorities to ensure an effective stakeholder management process at the pre-construction stage of infrastructure projects.