Project Stakeholder Management in Developing Countries

Ezekiel Chinyio and Eric-Kingkof Kofi Opoku-Ohemeng

Chapter 12 in Building a Body of Knowledge in Project Management in Developing Countries, 2023, pp 387-416 from World Scientific Publishing Co. Pte. Ltd.

Abstract: The aim of this chapter is to discuss the concept and state of the art of stakeholder management. The objectives include the coverage of the key aspects of stakeholder management from the perspective of the literature, the synthesis of some problems of implementing stakeholder management in developing countries and formulation of solutions to these problems, and guidance on implementation of stakeholder management in developing countries. Twelve semi-structured virtual interviews with practitioners in some developing countries informed most of the contents of the chapter: the problems and solutions concerning stakeholder management in developing countries where the traditional type of procurement is still commonly used for project delivery. The content analysis of the interview data showed that, apart from the internal stakeholders of clients, design consultants, contractors and their teams of professionals, and other workers, another set of project stakeholders would include community organizations, trade unions, non-government organizations and sundry individuals, or groups. These many stakeholders present high chances of conflicting stakes. Power influences the prioritization of stakes in developing countries, i.e., the interests of more powerful stake-holders are accorded higher priority. Government and public establishments are often considered to be powerful; hence, there is often a general reluctance to challenge their stakes and those of the stakeholders associated with them. Moreover, some traditions and cultures are strong in communities, regions, or nations, and stakeholder engagements follow these norms. Some details of traditional protocols that are observed while negotiating conflicting stakes are often not documented, and the knowledge needed is sometimes deployed tacitly. Meanwhile, some socio-cultural protocols and government bureaucracy may slow down project procedures, but claiming for time extensions and other reliefs by project participants is virtually never done on these grounds. Another major influence in some developing countries is land ownership, which tends to be a leveraging factor on which some external stakeholders either bargain for compensation and concessions or attempt to disrupt a project. As “knowledge is power,” there is scope for increasing the awareness and thus power of especially external stakeholders in developing countries.

Keywords: Project Management; Developing Countries; Project Integration Management; Project Scope and Schedule Management; Project Cost and Quality Management; Project Resource and Risk Management; Communications Management; Project Procurement Management; Project Stakeholder Management; Industry Development; Operating Environment of the Industry; Supply Chain Management; Project Leadership; Operating and Facilities Management (search for similar items in EconPapers)
JEL-codes: L74 O2 (search for similar items in EconPapers)
Date: 2023
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