Ninan, J; Mahalingam, A; (2017) Stakeholder Management Strategies in Infrastructure Megaprojects – A Dimensions of Power Perspective. In: Proceedings of the Engineering Project Organization Conference. Engineering Project Organization Society (EPOS) 2017: Stanford,California, USA.

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Abstract

Infrastructure megaprojects involve managing external stakeholders with diverse interests. The existing governance mechanisms such as contracts and conformance to standards are not possible with these external stakeholders as they are not accountable to the project. There are records of underperformance of megaprojects as they fail to manage the stakeholders who exist across a permeable boundary. While there are instances of various strategies used by the project team in managing these external stakeholders, the relation between strategies and stakeholder category is still unexplored. We argue that the dimensions of power framework can help make sense of the strategies in practice by the project team. Hence, using the case study of a metro rail project in India, we firstly categorize the external stakeholders into stakeholders in land acquisition and stakeholders in existing services. We then unearth the strategies devised by the project team in managing these external stakeholders. The strategies identified from the case are: 1) use of persuasion, 2) coordination by deputation, 3) give and take behavior, 4) enabling design flexibility, and 5) extra work for stakeholders. We then use the dimensions of power framework to explain these strategies and understand the resources available with the project team such as recruitment discretion, government backing and fund discretion. Finally, we explore the link between project team strategies and stakeholder categories. It is observed that the ‘give and take’ strategy works with legal landholders in land acquisition and ‘extra work for stakeholders’ works with stakeholders in existing services who are affected during construction. ‘Enabling design flexibility’ works for all stakeholders who express concern over the proposed design. ‘Coordination by deputation’ works with all government employees across all the categories of external stakeholders.

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