Factors promoting stakeholder management of building projects

The purpose of the study is to assess the factors promoting stakeholders’ management of building projects in Nigeria with a view to managing the various interests of stakeholders on building projects.
Nội dung trích xuất từ tài liệu:
Factors promoting stakeholder management of building projects International Journal of Mechanical Engineering and Technology (IJMET) Volume 10, Issue 03, March 2019, pp. 944-951. Article ID: IJMET_10_03_095 Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=3 ISSN Print: 0976-6340 and ISSN Online: 0976-6359 © IAEME Publication Scopus Indexed FACTORS PROMOTING STAKEHOLDER MANAGEMENT OF BUILDING PROJECTS Opeyemi Oyeyipo* Covenant University, Ota, Ogun state, Nigeria Henry Odeyinka Obafemi Awolowo University, Ile-Ife, Osun state, Nigeria James Owolabi and Rapheal Ojelabi Covenant University, Ota, Ogun state, Nigeria ABSTRACT. The purpose of the study is to assess the factors promoting stakeholders’ management of building projects in Nigeria with a view to managing the various interests of stakeholders on building projects. The research is a project-based study where fifty nine building projects were sampled. The study adopted cross-sectional research design, while research questionnaire was used to elicit information from the project leaders of the selected building projects. Purposive sampling technique was used to draw up the target respondents. Findings reveal stakeholders’ potential for cooperation, the control level of engagement of stakeholders, positive stakeholder’s interest towards the project and effective communication among stakeholders are the most significant factors promoting stakeholders’ management in building project delivery within the study area. The study also revealed that there is no significant difference among project leaders on the factors promoting stakeholder’s management of building projects in Nigeria. Keywords: Building project,Project delivery, Stakeholders, Stakeholder management, Cite this Article Opeyemi Oyeyipo, Henry Odeyinka, James Owolabi and Rapheal Ojelabi, Factors Promoting Stakeholder Management of Building Projects, International Journal of Mechanical Engineering and Technology, 10(3), 2019, pp. 944-951. http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=3 1. INTRODUCTION Construction project delivery involves a cycle of interrelationships between stakeholders and strings of complex activities leading to achievement of client’s objectives. The quality of interrelationships between the project team and other construction stakeholders depends on organization’s culture, source of funding and stakeholders involved on construction projects (Sauer, 1993). There exist different levels of interests for every group and individuals involved http://www.iaeme.com/IJMET/index.asp 944 editor@iaeme.com Opeyemi Oyeyipo, Henry Odeyinka, James Owolabi and Rapheal Ojelabi in construction project delivery. Cleland (1999) and Karlsen (2002) reiterated that the tendency to manage stakeholders as well as ensuring there is a balance between their interest and contributions in construction projects are essential for successful project outcome. This ultimately makes it important for project leaders to manage different interests and stakes of project stakeholders in order to have positive outcomes in terms of client’s satisfaction. The number of stakeholders involved in construction projects increases the interests as well as the uncertainties in the project. This is confirmed by Karlsen (2008) who argued that each stakeholder have different interest which places them in conflict with the project objectives. Stakeholder’s interest can either be in support or opposition with the project objectives. Some stakeholders’ interest have more basis and footing than some others. The stakes of different stakeholders in building project delivery could include but not limited to professional fees, involvement in special type of projects, relevance in the industry and any other reasons which might not be known at the inception of building projects. Notwithstanding, the project leaders in the construction industry are expected to be able to manage stakeholders and their respective interests in the execution of such building projects. While El-Gohary, Osman and Ei-Diraby (2006) maintained that stakeholder management has been seldom embraced in the construction sector, the construction industry has persistently recorded poor stakeholder’s management in the last two decades (Chinyio&Olomolaiye, 2010). The poor record of SM in the built environment could be linked to different interests and uncertainty arising from various construction projects. Bourne (2005) argued that construction project outcome is reliant on the expectation and perceptions of project participants coupled with the capacity of the project leader (PL) to manage the project politics among stakeholders. The outcome of construction projects is dependent on stakeholders’ disposition to the project and the willingness of the project manager to manage the interests of the project stakeholders. The study is set out to examine the factors promoting stakeholder management in building project delivery as well as assessing the opinions of different stakeholder management. The study will provide valuable insight to project leaders of building projects about the significant factors promoting stakeholder’s management in the construction process. There have been several studies on critical success factors of stakeholders’ management in construction projects. These factors include activities or considerations that ensure successful stakeholder management. Yang, Shen, Ho, Drew and Chan (2009) confirmed fifteen (15) critical success factors for SM in developing countries, while El-Sawalhi and Hammad (2015) identified ...