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Hu, X and Liu, C (2018) Measuring efficiency, effectiveness and overall performance in the Chinese construction industry. Engineering, Construction and Architectural Management, 25(06), 780–97.

Newaz, M T, Davis, P R, Jefferies, M and Pillay, M (2018) Developing a safety climate factor model in construction research and practice. Engineering, Construction and Architectural Management, 25(06), 738–57.

Oke, A E (2018) Bonding capability of Nigerian contracting firms. Engineering, Construction and Architectural Management, 25(06), 707–20.

Tripathi, K K and Jha, K N (2018) Application of fuzzy preference relation for evaluating success factors of construction organisations. Engineering, Construction and Architectural Management, 25(06), 758–79.

Umeokafor, N (2018) An investigation into public and private clients’ attitudes, commitment and impact on construction health and safety in Nigeria. Engineering, Construction and Architectural Management, 25(06), 798–815.

Yan, X and Kim, Y (2018) A conceptual framework of ITSMCA for a building collapse accident. Engineering, Construction and Architectural Management, 25(06), 721–37.

Yang, R J, Jayasuriya, S, Gunarathna, C, Arashpour, M, Xue, X and Zhang, G (2018) The evolution of stakeholder management practices in Australian mega construction projects. Engineering, Construction and Architectural Management, 25(06), 690–706.

  • Type: Journal Article
  • Keywords: Organization; Management; Construction; Case study; Strategic management;
  • ISBN/ISSN: 0969-9988
  • URL: https://doi.org/10.1108/ECAM-07-2016-0168
  • Abstract:
    The complicated nature of megaprojects requires appropriate analysis of multiple stakeholders to achieve project objectives and to accommodate stakeholder interests. During the last two decades, many stakeholder theories and empirical studies have sprouted. Although previous studies have contributed to the development of stakeholder theory, it seems that these theoretical advances have not been fully adopted and acknowledged in practices, especially in megaprojects. The purpose of this paper is to explore the evolution of stakeholder analysis and engagement practices adopted in the Australian megaprojects over the last two decades. Design/methodology/approach Four mega construction projects are described and analysed in this study. Secondary data were first assembled in order to get general knowledge of each case. Interviews were conducted with the project directors. Project documents were collected from the project teams and reviewed. Wherever the project information was unclear, e-mails were sent to the directors and the team members to confirm the details. Findings Project teams have started to apply snowball rolling and stakeholder attribute assessment methods to analyse stakeholders. However, there is still a way to adopt the “network” analysis perspective because the project teams are reluctant to use complicated tools which need specialists’ assistance. The stakeholder engagement practices have evolved to an extent where the project teams monitor the dynamics of stakeholders’ requirements. Projects teams have identified the importance of continuity to manage stakeholders in these massive projects. However, a structured method selection mechanism for stakeholder engagement has not been developed. Originality/value This study will help academics to understand the adoption progress and status of stakeholder management methods.