For the balance of stakeholders’ power and responsibility: A collaborative framework for implementing social responsibility issues in construction projects

Xue Lin, Christabel Man Fong Ho, Qiping Shen

Research output: Journal article publicationJournal articleAcademic researchpeer-review

16 Citations (Scopus)


Purpose: The purpose of this paper is to describe the development of a collaborative framework for balancing stakeholder power and social responsibilities in construction projects. To resolve the problems of unclear responsibility that is common in construction projects, the framework is designed to help stakeholders identify their roles in various issues and to facilitate collaborative endeavours by elucidating their responsibilities. Design/methodology/approach: The framework is designed using a scientific approach based on a problem-solution paradigm. It is developed as a model that would provide strategies for responding to various issues and that would also balance stakeholder responsibilities with power. A case study is conducted to validate the framework in an ongoing real estate project in China. Findings: The effectiveness of the framework is validated from the case study, which found that the engagement of stakeholders is improved by adopting the framework. It is also found that use of the framework led to enhancement of communication and trust, and better collaboration through a collective form of responsibility. Originality/value: The study provides valuable insights into stakeholder collaboration on social responsibility issues in construction projects. The dynamic nature of stakeholders is addressed, and an easy-to-follow framework is offered for use in construction projects.
Original languageEnglish
Pages (from-to)550-569
Number of pages20
JournalManagement Decision
Issue number3
Publication statusPublished - 1 Jan 2018


  • Project management
  • Social responsibility
  • Stakeholder power

ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Management Science and Operations Research

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