External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective

Ninan, J; Mahalingam, A; Clegg, S

External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective

Ninan, J Mahalingam, A Clegg, S

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Publication Type:: Journal Article
Citation:: Project Management Journal, 2019, 50 (6), pp. 625 - 640
Issue Date:: 2019-12-01

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Field	Value	Language
dc.contributor.author	Ninan, J	en_US
dc.contributor.author	Mahalingam, A	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2019-12-01	en_US
dc.identifier.citation	Project Management Journal, 2019, 50 (6), pp. 625 - 640	en_US
dc.identifier.issn	8756-9728	en_US
dc.identifier.uri	http://hdl.handle.net/10453/137640
dc.description.abstract	© 2019 Project Management Institute, Inc. 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.	en_US
dc.relation.ispartof	Project Management Journal	en_US
dc.relation.isbasedon	10.1177/8756972819847045	en_US
dc.rights	info:eu-repo/semantics/restrictedAccess
dc.title	External Stakeholder Management Strategies and Resources in Megaprojects: An Organizational Power Perspective	en_US
dc.type	Journal Article
utslib.citation.volume	6	en_US
utslib.citation.volume	50	en_US
utslib.for	1202 Building	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	0806 Information Systems	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	in_progress	*
pubs.issue	6	en_US
pubs.publication-status	Published	en_US
pubs.volume	50	en_US

Abstract:

© 2019 Project Management Institute, Inc. 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.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/137640