Stakeholder analysis in higher education

Public hospitals, particularly university hospitals, as the primary suppliers of high-quality healthcare services in China, play an indispensable role in encouraging the development of a healthy China. In the new historical period, university hospitals are faced with the challenge of the continuous development and change of the external environment, as well as the internal structure. The primary cause for this is a lack of understanding of the connotation and definition of hospital stakeholders, as well as neglecting stakeholder requests and failing to build and form a strategic awareness of improving stakeholder management in university hospital. This paper focuses on the stakeholders of university hospitals in China, investigates the classification and identification of stakeholders, five university hospitals designated as "Grade A tertiary hospitals" was carried out. Semi-Interviews were conducted with 33 participants including experts, university hospital leadership level, and basic level. The study revealed that there are ten (10) stakeholders influencing the development of university hospitals in China and discussed the importance of stakeholders for hospital management and operation in the current medical environment and doctor-patient relationship in China. The study revealed that certain stakeholders drive university hospitals to shift their development strategies. The classification and identification of stakeholders in the pattern of interactions is critical for understanding the complexity and dynamics inherent in stakeholder relationship management. A systemic vision is required to address the university hospital issue's complexity from a broader perspective, engage the system's numerous stakeholders, and allow long-term decision-making.

The Role of Social Networks Theory and Methodology for Project Stakeholder Management

The concept of broader participation of stakeholders and more inclusive decision making has been increasingly recognized in many countries both at national and international level. Effective stakeholder engagement in a complex resource system is fundamental to ensure the successful implementation of policies at the ground level. Particularly when the multi-purpose values of the whole Lake Tana ecosystem are considered, there are multiple stakeholders with diverse interests in and power over natural resource use, management and governance. Therefore, a clear understanding of the potential roles and contributions of the many different stakeholders of the Lake Tana social-ecological system is a fundamental prerequisite for successful participatory natural resource management and governance. Stakeholder analysis is a basic tool for achieving this understanding. The overall objective of this chapter is therefore, to provide a preliminary description of stakeholders’ interest in and influence over natural resource use, management, governance and policy process in the Lake Tana sub-basin. It depicts the stakeholders’ landscape based on focus group discussions, key informant interviews and stakeholder identification and analysis workshop which was carried out by a multidisciplinary team of experts from different stakeholder groups (governmental, research, academic and NGOs). The results can help inform and assist policy makers in the development of sustainable natural resource management policy, taking into account the interest and influence of a wide range of stakeholders. The chapter begins with a brief introduction of the Lake Tana context. It then presents the concept of stakeholder and stakeholder engagement followed by the rationale for stakeholder identification and analysis.

The issue of identifying and managing stakeholders has been largely explored by international literature and articles focusing on private sector organizations (Christopher et al., 2002; Rutterford et al., 2006), and the importance of this issue is also gradually increasing in public sector organizations (Maassen, 2000; Wit and Verhoeven, 2000; Peters, 1996; Kettle, 2002). However, less extensive research efforts have been observed in the application and analysis of stakeholder theory in public universities. Stakeholder recognition and management as well as the measurement and subsequent evaluation of their impact on quality service delivery are important in terms of effective management (Mitchell et al., 1997), strategic decision making and rational planning (Bryson, 2004), and by consistency in the application of the principles of Total Quality Management. Identifying and understanding the stakeholders related to an organization and the influence they have on the organization are crucial for managers and policy makers. The purpose of the present research is to explore the specific gap in the literature, that is, to understand the nature, needs and expectations of stakeholders, the satisfaction of which is a sufficient and necessary condition for the effective delivery of quality services at a University. In this context, the study focused on identifying stakeholders of a University as well as the degree of influence they have on providing quality educational services but also on the dropout rate of students, using case studies from two Greek Universities. Specifically, Panteion University of Social and Political Sciences has been selected as a foundation based on traditional, life-long teaching, and the Hellenic Open University, focusing on its undergraduate and postgraduate programs. In this way, a comparison is made of the quality criteria as perceived by the stakeholders of the two Universities with a different approach and philosophy of providing educational services.

Effective stakeholder management is crucial for megaproject development and delivery. This chapter provides an extensive review of the project stakeholder management literature, which is largely instrumental rather than descriptive or normative, and in particular fails to address the stakes of the natural environment and future generations in megaprojects. Drawing on developments in stakeholder management theory in strategic management research, the chapter proposes to broaden the agenda to a megaprojects and society perspective and to stress the political, economic, and ethical aspects in the context of an analysis which draws on institutional theory.

PurposeThis study primarily aims to analyse stakeholder management challenges and how these emerge in the stakeholder landscape in a large hospital project. From this analysis, the authors aim to identify the implications that stakeholder management has on value creation in a hospital project.Design/methodology/approachThe research method is qualitative. Empirical data were collected in three cycles: project internal documentation, thematic interviews and survey. The literature related to hospital projects, stakeholder analysis and management, stakeholder salience and landscape is summarised, informing the qualitative design of the study.FindingsThe authors noted the importance of project-specific stakeholder identification, salience analysis and landscape description. The regulatory, formal and contractual stakeholders give an over-simplistic picture on stakeholder map. The operative stakeholder map and landscape describe the complexity, uncertainty, dynamism and institutional context inducing the challenges for the stakeholder management. There is an evident potential of utilising the stakeholder landscape and its elements in the resulting collaborative value creation in hospital projects. Multiple and changing stakeholders with differing expectations are an important opportunity to improve the value creation process.Originality/valueStakeholder management has recently attracted much attention in the industrial project setting. This research attempts to identify the operative stakeholder landscape in a large hospital project, not to mention its impact on value creation. This study offers a framework that can help academics and project management practitioners tackle the challenges amongst project stakeholders.

Universities everywhere are being forced to carefully reconsider their role in society and to evaluate the relationships with their various constituencies, stakeholders, and communities. In this article, stakeholder analysis is put forward as a tool to assist universities in classifying stakeholders and determining stakeholder salience. Increasingly universities are expected to assume a third mission and to engage in interactions with industrial and regional partners. While incentive schemes and government programmes try to encourage universities to reach out more to external communities, some important barriers to such linkages still remain. To fulfil their obligation towards being a socially accountable institution and to prevent mission overload, universities will have to carefully select their stakeholders and identify the ‘right’ degree of differentiation. For the university, thinking in terms of partnerships with key stakeholders has important implications for its governance and accountability arrangements. For the future of the universities we foresee a change towards networked governance and arrangements to ensure accountability along the lines of corporate social responsibility. In order to further explore some of these concepts and to empirically investigate the tendencies suggested here, this article proposes an ambitious research agenda for tackling the emerging issues of governance, stakeholder management and higher education’s interaction with society.

This study investigates the effect of stakeholder engagement on project performance within construction projects undertaken by MCG Construction PLC in Moyale town, addressing the persistent challenge of project failures despite the acknowledged importance of effective stakeholder management. Utilizing a robust quantitative methodology with a descriptive and explanatory research design, the study analyzed data from a representative sample of project stakeholders. Data were collected via self-administered questionnaires using a multi-point Likert-type scale and were subsequently processed and analyzed with a recent version of SPSS. The analysis, which included a Multiple Linear Regression model, was specifically conducted to examine the relationships between the independent variables stakeholder identification, planning engagement, managing engagement, and monitoring engagement and the dependent variable, project success. The findings indicate that stakeholder identification, planning engagement, and managing engagement all exert a significant and positive influence on project success. Conversely, the study found that stakeholder monitoring engagement did not have a statistically significant impact on project success, a result that diverges from some existing literature and suggests that excessive supervision may not always be beneficial. These findings collectively underscore the critical importance of meticulous stakeholder identification, robust planning, and proactive management of relationships for enhancing project outcomes. The study recommends that MCG Construction PLC prioritize these key areas to address existing gaps and improve overall project performance in its complex operating environment, thereby providing valuable insights for improving management practices.

Abstract: Previous studies have made vital contributions to the theory and practice of engaging and managing project stakeholders. A literature review plays a critical role in supporting researchers to better understand the research topic, helping researchers identify the boundaries of the current body of knowledge and research trends, and shaping future research. Thus, this paper analyses the latest research developments in stakeholder management within the context of complex projects. It examines articles published between 2005 and 2016, and discusses the relevant trends under four themes: stakeholder analysis, stakeholder influence, stakeholder management strategies and stakeholder engagement. The paper reveals that social network analysis strongly emerges to be a valuable tool for analyzing the complexity of stakeholder interrelationships in the context of CPs. Stakeholder analysis and stakeholder engagement strategies are powerful in addressing environmental complexity (including multiple stakeholders, an environment of changing policy and regulation, and an environment with a changing nature) projects. The paper draws conclusions regarding the findings of the review, and provides some recommendations for future research.

Background and Purpose: Varying interests and expectations of different stakeholders have implications on successful implementation of Information and Communication Technologies for Health (ICT4H) interventions. Research has shown that proper management of stakeholders’ interests has a positive bearing on the effectiveness and sustainability of Information and Communication Technologies for Development (ICT4D) initiatives. However, there is a dearth of studies on stakeholder management in ICT4H research, especially the mobile for health (mHealth) domain. This could be due to the mHealth field still being in its infancy and many projects being implemented for a short period without being evaluated. This paper reports on management of stakeholders in an mHealth intervention from the community perspective. The study examined how management of stakeholders from the community affected the effectiveness and sustainability of the mHealth intervention. Methods: The case of a Mobile System for Safe Motherhood intervention in maternal health in a developing country context was analysed. The study employed an interpretive approach using qualitative methods. Documentary review and semi-structured interviews were used to collect data, and the data was analysed using content analysis. Results: Different expectations of mothers and other community agents were not given adequate voice and attention in reaching the common good towards achieving the main objectives of the intervention. Stakeholder management from the community perspective was inadequate due to: 1) less consultation of key community stakeholders in some stages of the project; 2) poor communication; 3) lack of formal procedures in operations; and 4) exclusion of tradition information systems. Conclusions : Management procedures such as face to face meetings, training, effective communication using formal channels, and community empowerment would help in building winning coalitions that improve performance of interventions and enhance effectiveness and sustainability. Keywords: mHealth, Community involvement, Stakeholder management

Stakeholder management is essential for project success. Previous studies have explored project stakeholder management process and the success factors while the practice is unsatisfactory. Few have further explored the interrelationships of the success factors, which is obstructive to the in-depth understanding of project stakeholder management. This paper employs interpretative structural modeling (ISM) to develop the hierarchical structure and investigate the interrelationships of these success factors. Moreover, matrice d’impacts croises-multiplication applique a un classemen (MICMAC) analysis is conducted to identify the dependency and driving power of the success factors. ISM, as well as MICMAC analysis, provides a useful tool for practitioners to understand success factors for stakeholder management in construction. This study discovered that 6 factors among 16 factors have a weak dependent power but a strong driving power while 6 factors have a strong dependent power but a weak driving power. Managing stakeholders with social responsibility, keeping and promoting a good relationship, and communicating with and engaging stakeholder properly and frequently have been found to have the highest dependence on the other factors and have been placed on the top level of the hierarchical structure. The results facilitate the managers to gain an in-depth understanding of project stakeholder management and pay due attention to achieve the success. It can also be generalized to provide good references for investigation of success factors for project stakeholder management in other countries. Key words: Stakeholder management, project organization, success factors, interpretative structural modeling (ISM), matrice d’impacts croises-multiplication applique a un classemen (MICMAC) analysis, China.

The subject of the study is the stakeholder management processes of the project. The components of the content of infrastructure development and construction projects, in particular the interests of stakeholders, are considered. The purpose of the work is to develop new models and tools for infrastructure development and construction projects. The following tasks are solved in the article: the creation of a model of a dynamic stakeholder map according to the stages of the project lifecycle; normalization of the created model into the old link of stakeholders; creation of graphical visualization of the model of management of stakeholders; developing a quantitative assessment of stakeholder management success. Research methods: PMBOOK methodology for stakeholder management according to matrix models, system models. The following results were obtained: the models and methods of stakeholder management were analyzed in modern infrastructure development and construction projects; the model of a dynamic map of interested parties was developed, the created model is formalized in a matrix of interrelations and qualitative characteristics, the plan of management of stakeholders in the form of a system cube is visualized; the quantitative assessment of stakeholder management success is proposed according to the models received. Conclusions: The directions for the development of the infrastructure projects industry are described and the main differences and features are explained. A stakeholder analysis of the project allowed them to form their composition regarding the stages of the project life cycle. A tool is proposed to analyze the current state of affairs in stakeholder management and to determine whether the project situation meets its objectives. Models have been created to evaluate the stakeholder tools and determine the correctness of the adopted project management team strategy. Proper use of the developed models will accurately and confidently determine the effectiveness of the stakeholder management strategy and correct their work on time. Practical application of the problems described will help to optimize and improve the communication management processes in the project and stakeholder management.

Throughout the course of a project cycle, the many phases of project management—including planning, execution, control and monitoring, and ending—are integrated and executed. In modern firms, project management has become the dominant tool for managing change. Best practices have emerged due to global project management practices and company evolution. The primary goal was to investigate how project management approaches affected project performance of the Saudi Arabia Small and Medium Sized Enterprises (SMEs). This study investigated the impact of various project management practices including risk management, communication, leadership, and stakeholder management, on project performance in manufacturing SMEs in Riyadh, Saudi Arabia. A quantitative research methodology was employed, with data collected from 250 employees (i.e., supply chain, finance and R&D managers/supervisors) across 8 SMEs. The results revealed that risk management, leadership practices, and stakeholder management significantly contribute to project performance. Surprisingly, no significant relationship was found between communication practices and project performance. The findings of this study emphasize the importance of effective risk management, strong leadership, and efficient stakeholder management in achieving successful project outcomes. Finance managers and R&D managers in Saudi manufacturing SMEs should lead and engage stakeholders to improve project performance. Supply chain managers must manage risk and maintain stakeholder relationships to avoid disruptions. Communication improvements, despite their small impact, are essential for departmental coordination. Global project management strategies tailored to local culture and business will improve project success.

This article presents the application of the systems thinking and modelling methodology for analyzing multiple stakeholders with conflicting stakes. It illustrates this methodological framework using a New Zealand transport infrastructure case. By moving beyond the usual stakeholder analysis tools, comprising of matrices or lists of criteria or attributes, this study tries to plug the gap in the stakeholder literature pertaining to the need for a stakeholder analysis approach that can capture complex and dynamic issues in stakeholder management. The results of the experiments conducted, using a systems model developed in this study, highlight the need for holistic approaches instead of simple solutions, while dealing with complex problems involving multiple stakeholders.

Поскольку проекты освоения месторождений имеют долгосрочный характер, деятельность горных компаний тесно связана с развитием регионов их присутствия. Основными внешними стейкхолдерами в долгосрочных горных проектах являются местное население, органы государственной власти различного уровня и местного самоуправления. В России горные проекты реализуются как на промышленно развитых территориях, так и в регионах нового освоения, поэтому интересы и степень влияния стейкхолдеров различаются.В европейских странах действующие горные компании ведут деятельность в районах с высоким уровнем урбанизации, оказывая значительное влияние на качество жизни населения и развитие регионов. Кроме того, одним из ключевых отраслевых стейкхолдеров при реализации горных проектов является Европейский союз.В статье выявлены характерные особенности и условия взаимодействия инициаторов долгосрочных горных проектов с различными категориями стейкхолдеров. Проанализированы модели идентификации, классификации и управления заинтересованными сторонами, обоснованы подходы к анализу характера взаимодействия стейкхолдеров при реализации проектов в минерально-сырьевом секторе.С целью определения степени влияния, интереса власти и идентификации категорических групп заинтересованных сторон в долгосрочных горных проектах построены матрицы классификации стейкхолдеров в проектах строительства Элегестского и Томинского ГОКов. Доказано, что эффективное взаимодействие со стейкхолдерами определяет возможности своевременной реализации горных проектов и увеличения ценности компании.