External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective
External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective
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DOI：
10.1177/8756972819847045
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发表时间：
2019-05
影响因子：
5
通讯作者：
Johan Ninan;A. Mahalingam;S. Clegg
中科院分区：
文献类型：
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作者：
Johan Ninan;A. Mahalingam;S. Clegg
大型项目涉及管理具有不同利益的外部利益相关者。通过对印度大型项目的案例研究，我们讨论了该项目如何通过以下策略管理外部利益相关者：说服、代表、给予和接受、利益相关者的额外工作和灵活性。从权力的理论和框架出发，我们解释了这些战略是如何通过战术集群过程产生的。我们还分析了项目团队可用的资源，如招聘自由裁量权、政府支持和资金自由裁量权，这些资源会影响这些权力动态并使这些战略成为可能。我们认为，资源基础的变化可以显著影响战略行动，进而影响大型项目的成果。
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.