External stakeholder strategic actions in construction projects: a Vietnamese study

Tan Hai Dang Nguyen, Nicholas Chileshe and Raufdeen Rameezdeen

Construction Management and Economics, 2018, vol. 36, issue 8, 443-458

Abstract: Although understanding the influence of external stakeholders is crucial to achieving project success, little attention has been given to investigate their specific influence strategies. Based on a modified theoretical framework, we conducted a multiple-case study to explore common combinations and sequencings of specific actions that these stakeholders take to affect construction projects. Seven specific influence strategies were found: (i) inputs withholding, (ii) inputs compromising, (iii) communication, (iv) direct action, (v) coalition building, (vi) conflict escalation and (vii) credibility building. Stakeholders combined the last five strategies in three pairs persuading decision makers to take action. Coalition building - communication was the most prevalent combination that stakeholders use to influence decision-makers. The combination of communication and credibility building was found in cases having environmental disputes. Direct action and conflict escalation were exerted together in projects affecting the locals adversely. Some common patterns of stakeholder strategic actions were also observed. First, direct action came into existence after communication, followed by conflict escalation. Second, after establishing their credibility via persuasive evidence, experts’ judgements and the like, stakeholders used those outcomes to communicate to decision-makers. We emphasize the need for full and honest engagement with stakeholders to prevent their adverse influence on construction projects.

Date: 2018
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DOI: 10.1080/01446193.2018.1432866

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