Journal
PROJECT MANAGEMENT JOURNAL
Volume 46, Issue 6, Pages 42-53Publisher
SAGE PUBLICATIONS INC
DOI: 10.1002/pmj.21546
Keywords
stakeholder inclusiveness; managing stakeholders; managing for stakeholders; management for stakeholders; management of stakeholders; general stakeholder theory; critical incidents technique; case study
Categories
Funding
- Project Management Institute (PMI)
- the case company
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According to research, stakeholder disappointment is a root problem within projects. In this article, the dilemmas related to stakeholder inclusiveness, in other words, engaging a broad range of stakeholders, are discussed. Based on a longitudinal case study, three propositions are offered: Applying stakeholder inclusiveness in a project (1) increases the likelihood of more engaged and satisfied stakeholders; (2) increases the danger of losing focus on those stakeholders who possess the most critical resources for the project's survival and progress; and (3) increases the danger of inducing stakeholder disappointment due to expectation escalation and impossibility of embracing conflicting requirements and wishes.
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