Stakeholders’ influence strategies on social responsibility implementation in construction projects

Xue Lin, Bernard McKenna, Christabel M.F. Ho, Geoffrey Q.P. Shen

Research output: Journal article publicationJournal articleAcademic researchpeer-review

21 Citations (Scopus)

Abstract

Social responsibility implementation in construction projects relies on the active involvements by multiple internal and external stakeholders. Stakeholder influences are an important driving force for resolving or alleviating the social and environmental problems in construction activities. To provide a better understanding of the complex stakeholder inter-influence, this research adopted an inductive qualitative method to investigate distinct influence strategies used by project stakeholders in achieving social responsibility goals. The corpus of twenty-five in-depth semi-structured interviews with construction practitioners from the Australian and Hong Kong construction industries was analyzed by a text-mining software, Leximancer. The findings identified the influence strategies of eight stakeholder groups and revealed that all stakeholders used both cooperative and aggressive strategies to influence. In contrast with the statement that power can determine stakeholders' aggressiveness, this research found that the perceived legitimacy and urgency of the concerned issues are the main determinants for stakeholders’ aggressive strategies. The implications for project managers and policy makers are further discussed in the article.

Original languageEnglish
Pages (from-to)348-358
Number of pages11
JournalJournal of Cleaner Production
Volume235
DOIs
Publication statusPublished - 20 Oct 2019

Keywords

  • Construction project
  • Cooperative and aggressive strategies
  • Social responsibility
  • Stakeholder influence
  • Stakeholder interactions

ASJC Scopus subject areas

  • Renewable Energy, Sustainability and the Environment
  • Environmental Science(all)
  • Strategy and Management
  • Industrial and Manufacturing Engineering

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