PRISM

Number

Citation

Research Questions

Research Method

Sample or research participant

Key Findings

1

(Vuorinen & Martinsuo, 2019)

1. What kinds of influence strategies do stakeholders utilize in infrastructure projects to achieve their goals? 2. How do stakeholders' expectations and requirements for project value drive their attempt to influence?

Qualitative-multiple case study. Process research method

No direct participant, Electronic newspapers and project documentation

1. Stakeholders uses media for communication. 2. Complaints and Disputes between partners. 3. Decision-making authourities. 4. Rules and supervision influence stakeholders strategies on projects.

2

(Bahadorestani, Karlsen & Farimani, 2019)

Literature review on Stakeholder-Typology Model on Salience Attribute in Contruction Project to develop a comprehensive stakeholder typology model.

Mixed method of questionnaire survey, semistructured interviews and Delphi Method.

14 participants for interviews and Delphi panel method

Stakeholder typology that contains four attributes (Potency, Legitimacy, Urgency and Proximity

3

Sperry & Jetter, 2019

1. How can stakeholders imputs be systematicall integreated to assess the project's positive or negative effects on external stakeholders groups? 2. How can project teams use insights about project impacts to improve the alighnment between stakeholders needs and project objectives and resolve conflicts?. 3. How can such assessment be updated when new stakeholder insights become available?

Mixed method, case study

Analysis of public 300 public comments in town halls.

Development of decision-support methodology based on Fuzzy Cognitive Maps to capture stakeholders knowledge

4

Hutchinson, O'Leary & Ma, 2019

Respond to the question, ‘Is there a gap in stakeholder management methodologies in design and build procured construction projects in South Australia from a client’s persp ective?

Mixed method of Quantitative and Qualitative (semistructured)

485 questionnaire direct emails, 109 responses

Key findings was that a project management position be created to liaise between client, and builder and design team. The study found that there was a gap in the stakeholder management methodologies

5

Wu, Jia & Mackhaphonh, 2019

The effectiveness of improving public participation and the method to measure it

Social Utility equations and a game theory model plus Case study

Case Study

Key results indicate that institutional arrangements and social responsibility of PIM determine stakeholder behaviors, which influence the effectiveness of public participation. A conceptual model of governance framework was proposed to enhance the effectiveness of public participation in PIMs.

6

Erkul, Yitmen & Celik, 2019

H1. The effectiveness of stakeholder attributes is governed by the degree of stakeholder engagement as social network dynamics in MTIP. H2. Stakeholder engagement as a social network dynamics enhances stakeholder satisfaction in MTIP. H3. Stakeholder engagement is positively associated with project success. H4. Social network dynamics enhancing stakeholder satisfaction maintains project success in the lifecycle of MTIP.

Mixed method of questionnaire survey, semistructured interviews

Data collected from 9 people from state and local government and private sectors were interviwed. 296 completed Questionnaire.

The analysis highlighted the engagement of the stakeholders within the strategic intents of the project with the public needs and expectations. The model depicts the processes of building social network models based on the capturing of the project’s data in relation to the stakeholders’ communication and satisfaction across the key issues for success in the lifecycle of MTIP

7

Jaafar & Yusof, 2019

What is the current stakeholder’s level of involvement in the execution phase of building construction projects?

Quantitative analysis- questionnairre survey

500 correspondants

Findings show that it is best to incorporate various project members during the entire life cycle of the project.

8

Ninan, Mahalingam & Clegg 2019

1. what bundles of tactics characterize the emergent strategies used in managing external stakeholders?. 2. how do these strategies relate to available power resources?

Semistructured Interwiew & Case study on Indain megaprojects (Metro Rail)

18 interviews involving 15 members of project team.

findings show that megaprojects experience different sets of interests and demands, depending on the external stakeholders involved. To manage these interests, the project team resorted to different emergent strategies such Persuation, Deputation, Give and Take, Extra work for stakeholders, and Flexibility.

9

Wu, Jia & Zhang, 2019

1. How does the ineffectiveness of public participation affect the success of PIMs? 2. What are the causes of ineffective public participation? 3. How can public participation effectiveness in PIMs be improved?

Inductive Cade study

1. The ambiguity of meaningful public participation, ineffective participatory approaches and overburden of public participation in environmental impact assessment are the causes of ineffective public participation in PIMs. 2. This study also suggests that clarifying the definition of meaningful public participation in legislations can help reduce the gap between law fulfillment and meaningful public participation.

10

Derakhshan, Turner & Mancini, 2019

inductive analysis

inductive analysis ( of reading 87 papers

Three theories identified: 1. project success, performance, efficiency, and value; 2. megaproject, complex projects, and public projects; and 3. ethics, transparency and accountability underlines project governance.

11

Nguyen, Chileshe, Rameezdeen & Wood, 2019

1. Investigate what strategies external stakeholders normally employ to affect construction projects. 2. identify essential requirements for utilising each strategy

Multi-case study & Interviews

4 Case Studies, Electronic news papers

Seven specific strategies were found, including inputs withholding, inputs compromising, communication, direct action, coalition building, conflict escalation and credibility building

12

Oliveira & Rabechini, 2019

What is the influence of stakeholder management on trust in project environments? H1 Stakeholder Management of the Prescriptive order positively influences the Management of Stakeholders of the Relational order. H2. Relational Stakeholder Management positively influences Integrity Trust in the project environment. H3. Relational Stakeholder Management positively influences Integrity Trust in the project environment. H4. Relational Stakeholder Management positively influences the Competence Trust in a project environment

Quantitative Research questionnaire

160 respondents

The results show that the relational stakeholder management influence on the three types of trust is relevant and significant. Therefore, it is important that the project manager not fail to consider actions such as communication with empathy as of the beginning of the project