Understanding community protest from a project management perspective: A relationship-based approach

Teo, MM; Loosemore, M

Understanding community protest from a project management perspective: A relationship-based approach

Teo, MM Loosemore, M

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Publisher:: Elsevier
Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2017, 35, (8), pp. 1444-1458
Issue Date:: 2017-11-01

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Field	Value	Language
dc.contributor.author	Teo, MM
dc.contributor.author	Loosemore, M https://orcid.org/0000-0002-3189-4655
dc.date.accessioned	2022-08-29T06:02:42Z
dc.date.available	2022-08-29T06:02:42Z
dc.date.issued	2017-11-01
dc.identifier.citation	International Journal of Project Management, 2017, 35, (8), pp. 1444-1458
dc.identifier.issn	0263-7863
dc.identifier.issn	1873-4634
dc.identifier.uri	http://hdl.handle.net/10453/161037
dc.description.abstract	Communities negatively affected by construction projects are becoming increasingly empowered, organised and willing to engage in protest. The importance of communities as project stakeholders is widely recognized in the project management literature, but there is little empirical research to help project managers understand how to effectively engage with communities to prevent protests developing and escalating. Contributing to the emerging ‘Relationship Approach’ in project management theory which focusses on communities as legitimate stakeholders in projects, this paper draws on theories of collective identity and social capital to present an ethnographic analysis of community action against a large-scale and highly controversial construction project in Australia. The results show that dealing with community protest is a complex and dynamic challenge for project managers due to the anarchic and self-organising properties of community-based protest groups. It is concluded that effective community engagement strategies require project managers to adopt trust-building strategies early in projects and an intimate understanding of community concerns and social structures.
dc.language	English
dc.publisher	Elsevier
dc.relation.ispartof	International Journal of Project Management
dc.relation.isbasedon	10.1016/j.ijproman.2017.08.004
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	12 Built Environment and Design, 15 Commerce, Management, Tourism and Services
dc.subject.classification	Building & Construction
dc.title	Understanding community protest from a project management perspective: A relationship-based approach
dc.type	Journal Article
utslib.citation.volume	35
utslib.for	12 Built Environment and Design
utslib.for	15 Commerce, Management, Tourism and Services
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2022-08-29T06:02:41Z
pubs.issue	8
pubs.publication-status	Published
pubs.volume	35
utslib.citation.issue	8

Abstract:

Communities negatively affected by construction projects are becoming increasingly empowered, organised and willing to engage in protest. The importance of communities as project stakeholders is widely recognized in the project management literature, but there is little empirical research to help project managers understand how to effectively engage with communities to prevent protests developing and escalating. Contributing to the emerging ‘Relationship Approach’ in project management theory which focusses on communities as legitimate stakeholders in projects, this paper draws on theories of collective identity and social capital to present an ethnographic analysis of community action against a large-scale and highly controversial construction project in Australia. The results show that dealing with community protest is a complex and dynamic challenge for project managers due to the anarchic and self-organising properties of community-based protest groups. It is concluded that effective community engagement strategies require project managers to adopt trust-building strategies early in projects and an intimate understanding of community concerns and social structures.

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http://hdl.handle.net/10453/161037