英國碩士留學(xué)畢業(yè)論文:從利益相關(guān)者的角度對(duì)項(xiàng)目管理研究
Abstract摘要
本研究以明發(fā)濱江新城項(xiàng)目(北京項(xiàng)目)在南京,中國為探索中國建設(shè)項(xiàng)目利益相關(guān)者管理的戰(zhàn)略目標(biāo)。本研究以質(zhì)性研究為研究方法。本研究采用半結(jié)構(gòu)式訪談收集資料。它是通過對(duì)12方北京項(xiàng)目顯示,該項(xiàng)目的利益相關(guān)者管理模式的特點(diǎn)是,管理不主動(dòng)解決利益相關(guān)者之間的沖突,各方最大限度地追求自己的目標(biāo)和利益而忽視其他利益相關(guān)者的利益,這種模式容易引起利益相關(guān)者的利益沖突與矛盾,不利于工程的順利進(jìn)行,從長(zhǎng)遠(yuǎn)來看,這會(huì)帶來問題,在質(zhì)量和環(huán)保方面的項(xiàng)目。本研究的研究結(jié)果表明,在北京項(xiàng)目干系人管理方面,管理沒有堅(jiān)持系統(tǒng)思維,堅(jiān)持以核心利益相關(guān)者的利益為優(yōu)先的原則。因此,在項(xiàng)目管理中,他們往往只是從自己的利益,忽視其他利益相關(guān)者的合法利益。從北京項(xiàng)目利益相關(guān)者管理來看,管理沒堅(jiān)持前瞻性原則,秉承一個(gè)被動(dòng)的、事后的管理原則。這種管理策略不利于項(xiàng)目的順利進(jìn)行,增加了開發(fā)人員在協(xié)調(diào)各方利益的難度,非常不利于建立所有利益相關(guān)者之間的信任關(guān)系。從北京項(xiàng)目利益相關(guān)者管理,無論是政府和開發(fā)商主要關(guān)注項(xiàng)目的短期利益而忽視長(zhǎng)遠(yuǎn)利益。這種利益相關(guān)者的管理策略將不會(huì)有助于開發(fā)人員建立良好的社會(huì)形象和公共關(guān)系,,以及從項(xiàng)目利益相關(guān)者的長(zhǎng)期支持。從北京項(xiàng)目利益相關(guān)者管理來看,管理不注重建設(shè)項(xiàng)目對(duì)當(dāng)?shù)丨h(huán)境的影響,也沒有人關(guān)注綠色技術(shù)的使用。
最后,作者從系統(tǒng)管理的角度,預(yù)見性管理,長(zhǎng)效管理,可持續(xù)發(fā)展的提出對(duì)北京項(xiàng)目未來的利益相關(guān)者管理的建議。
This study took the Mingfa Binjiang New Town Project (BJ project) in Nanjing, China as the object to explore the strategy of stakeholder management of construction project in China. This study took qualitative research as a research approach. This study used a semi-structured interview to collect data. It was through interviewing 12 stakeholders of BJ project to reveal that the characteristics of the stakeholder management mode of the project was that the management did not take the initiative to resolve the conflict among the stakeholders, all parties maximized to pursue their own goals and interests while ignoring the other stakeholders’ interests, this mode was apt to cause conflict and contradiction among stakeholders, which was not conducive to the smooth progress of the project, in the long run, it would bring problems to the project in terms of quality and environmental aspects. The research results of this study showed that in terms of the stakeholder management of BJ project, the management did not adhere to a systematic thinking but upheld the principle of taking the interests of core stakeholders as the priority. Therefore, in project management, they were often just from their own interests to ignore the legitimate interests of other stakeholders. Judging from the stakeholder management of BJ project, the management did not adhere to a forward-looking principle but uphold a passive, postmortem management principle. This management strategy was not conducive to the smooth progress of the project, it increased the difficulty of the developer in coordinating the interests of all parties and it was very unfavorable for building a relationship of trust among all stakeholders. Considering from the stakeholders management of BJ project, both the government and the developer are primarily concerned about the short-term interests of the project while ignoring long-term interests. This stakeholder management strategy will not help the developer to establish a good social image and public relations, as well as get a long-term support from the stakeholders of the project. Judging from stakeholder management of BJ project, the management did not pay attention to the impact of the construction project on the local environmental, nor did them pay attention to the use of green technology.
Finally,the author was from the perspectives of systematic management, foreseeing management, long-term management, sustainable development to bring forward recommendations on the future stakeholder management of BJ project.
Keywords: construction project; stakeholder management; the Mingfa Binjiang new town project (BJ project); systematic principle; foreseeing principle; long-term principle; sustainable development principle
Table of Content目錄
1.0 Introduction................................................................................................................................5
1.1 General introduction..............................................................................................................5
1.2 Problem statement..................................................................................................................6
1.3 Aim and research question.....................................................................................................7
1.4 Disposition.............................................................................................................................8
2.0 Methodology...............................................................................................................................9
2.1Research design.......................................................................................................................9
2.2 Research methods..................................................................................................................9
2.2.1 Semi-structured interview.............................................................................................9
2.2.2 Interview outline.........................................................................................................10
2.2.3Interview process........................................................................................................10
2.3 Research limitation..............................................................................................................12
3.0 Theory........................................................................................................................................13
3.1 Definition of Stakeholder.....................................................................................................13
3.2 Identifying stakeholders.......................................................................................................14
3.3 Stakeholder classification.....................................................................................................15
3.4 The research of stakeholder in construction field................................................................17
3.5 The research of stakeholder management mode in construction field.................................18
3.6 The research of stakeholder management strategy in construction field.............................21
3.7 Stakeholder management principle......................................................................................24
3.7.1 Systematic principle....................................................................................................24
3.7.2 Foreseeing principle...................................................................................................24
3.7.3 Long-term principle....................................................................................................25
3.7.4. Sustainable development principle...........................................................................26
4.0 Presentation of the Case..........................................................................................................29
4.1 Nanjing Mingfa Bingjiang New Town Project....................................................................29
4.2 Project Features....................................................................................................................31
4.3 Project objectives.................................................................................................................32
4.3.1 Schedule objective.......................................................................................................32
4.3.2 Security objectives.......................................................................................................32
4.3.3 Civilized construction target.......................................................................................32
4.3.4 Cost target...................................................................................................................33
4.4 Stakeholder analysis.............................................................................................................33
4.4.1 Investor........................................................................................................................34
4.4.2 Staff..............................................................................................................................34
4.4.3 Responsibilities of supervision unit.............................................................................34
4.4.4 Responsibilities of surveying unit...............................................................................35
4.4.5 Responsibilities of design unit.....................................................................................35
4.4.6 Responsibilities of local government..........................................................................36
4.4.7 Responsibilities of local community...........................................................................36
4.4.8 Consumer....................................................................................................................36
4.4.9 Supplier.......................................................................................................................37
4.4.10 Coordination manner................................................................................................37
5.0 Findings and Analysis.............................................................................................................38
5.1 Findings...............................................................................................................................38
5.1.1 Staff.............................................................................................................................38
5.1.2 Supplier.......................................................................................................................39
5.1.3 Supervisor....................................................................................................................39
5.1.4 Surveyor......................................................................................................................40
5.1.5 Community..................................................................................................................40
5.1.6 Resident.......................................................................................................................41
5.1.7 Management personnel...............................................................................................41
5.1.8 Designer......................................................................................................................43
5.1.9 Government.................................................................................................................43
5.1.10 Consumer..................................................................................................................44
5.2 Analysis...............................................................................................................................45
5.2.1 Classification of stakeholder and relationship among stakeholders.........................45
5.2.2 Stakeholder management mode.................................................................................47
6.0 Discussion and Recommendations.........................................................................................49
6.1 Discussions...........................................................................................................................49
6.1.1 Systematic principle....................................................................................................49
6.1.2 Foreseeing principle...................................................................................................50
6.1.3 Long-term principle....................................................................................................51
6.1.4 Sustainable development principle...............................................................................52
6.2 Recommendations................................................................................................................54
6.2.1 Systematic management..............................................................................................54
6.2.2Foreseeing management..............................................................................................55
6.2.3 Long-term interest management..................................................................................57
6.2.4 Sustainable development management.........................................................................58
7.0 Conclusion.................................................................................................................................60
References.......................................................................................................................................64
1.0 Introduction
1.1 General introduction
Construction industry is the pillar industry of a country. It plays an important role in nation-building, social development and progress. With the acceleration of economic globalization, market-oriented and information technology, as well as the continuous development of science and technology, modern construction projects have undergone tremendous changes in terms of the scale, structure, technology and environment aspects. People have recognized that building activities is a complex process, there is a need to continue to strengthen project management, thus they make use of scientific management thoughts, theories and methods to improve their management level, in order to gain a competitive edge in the fierce market, and ultimately effectively achieve the objectives of a project.
There are many issues relating to a modern construction project, such as: capital investment, risk control, conflict resolution etc. In order to ensure the requirements of duration, quality, and investment, there is a need to coordinate all factors, especially the conflict among various stakeholders. Those stakeholders are not only direct participants of a construction project, such as the project company, project management, design, supervision, construction and other units, but also the project sponsor, the surrounding communities, project-related departments of government and loan syndication etc. These stakeholders form a large organization, and the relationship between them is complex. How to coordinate the relationship between the various stakeholders is directly related to the success of a project.
References文獻(xiàn)
Anhui Construction Engineering Group Co., Ltd., n.d., Construction Organizational design report.
Anhui Construction Engineering Group, 2013. Nanjing Mingfa Bingjiang New Town construction design.
Baike, 2011. Nanjing Mingfa Bingjiang New Town.
Beringer, C., Jonas, D. and Kock, A. 2013. Behavior of internal stakeholders in project portfolio management and its impact on success. International Journal of Project Management, 31(6), pp. 830-846.
Cao, D., Wang, G., Li, H., Skitmore, M., Huang, T. and Zhang, W. 2015. Practices and effectiveness of building information modeling in construction projects in China. Automation in Construction, 49(1), 113-122.
Clarkson, M.B.E., 1995. A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review.
Couix, N. and Gonzalo-Turpin, H. 2015. Towards a land management approach to ecological restoration to encourage stakeholder participation. Land Use Policy, 46(7), pp. 155-162.
Creswell, J. (2003). Research design: qualitative, quantitative, and mixed methods approaches. London: International Educational and Professional Publisher.
Doh, J. P., Littell, B. and Quigley, N. R. 2015. CSR and sustainability in emerging markets: Societal, institutional, and organizational influences. Organizational Dynamics, 44(2), pp.112-120.
Doloi, H. K. 2011. Understanding stakeholders' perspective of cost estimation in project management. International Journal of Project Management, 29(5), 622-636.
Faust, K., Abraham, D. M. and DeLaurentis, D. 2013. Assessment of stakeholder perceptions in water infrastructure projects using system-of-systems and binary prohibit analyses: a case study. Journal of Environmental Management, 128(15), pp. 866-876.
Friedman, A.L. and Miles, S., 2002. Developing stakeholder theory. Journal of Management Studies. 39 (1): 1–21.
Frederick,W. C., 1998. Creatures, corporations, communities, chaos, complexity. Business & Society, 37, 358-389.
Freeman, R. E. and Reed, D. L., 1983. Stockholders and stakeholders: a new perspective on corporate governance. California Management Review, 25(3), pp.88-106.
Gibson, K., 2000. The moral basis of stakeholder theory. Journal of Business Ethics, 26(3), pp. 245-257.
Golder, B. WWF-US and Gawler, M., 2005. Cross-cutting tool: stakeholder analysis.
Heravi, A., Coffey, V. and Trigunarsyah, B. 2015. Evaluating the level of stakeholder involvement during the project planning processes of building projects. International Journal of Project Management, 33(5), pp. 985-997.
Ihuah, P. W., Kakulu, I. I. and Eaton, D. 2014. A review of critical project management success factors (CPMSF) for sustainable social housing in Nigeria. International Journal of Sustainable Built Environment, 3(1), pp.62-71.
Jeon, C. M., Amekudzi, A. A. and Guensler, R. L. 2013. Sustainability assessment at the transportation planning level: Performance measures and indexes. Transport Policy, 25, pp.10-21.
Jung, T. H., Lee, J., Yap, M. H.T. and Ineson, E. M. 2015. The role of stakeholder collaboration in culture-led urban regeneration: a case study of the Gwangju project. Korea. Cities, 44(4), pp.29-39.
Kelly, M. 2009. The economics of sustainable UV technology: A faster, smaller, and cleaner process for eco-conscious coating operations. Metal Finishing, 107(6), pp. 58-59.
Kilinc, N., Ozturk, G. B. and Yitmen, I. 2015. The changing role of the client in driving innovation for design-build projects: stakeholders’ perspective. Procedia Economics and Finance, 21, pp. 279-287.
Li, T. H.Y., Ng, S. T. and Skitmore, M. 2012. Conflict or consensus: An investigation of stakeholder concerns during the participation process of major infrastructure and construction projects in Hong Kong. Habitat International, 36( 2), pp. 333-342.
Lindenberg, M.M., Crosby, B.L., 1981. Managing development: the political dimension. Kumarian Press, West Hartford, CT.
Little, R.G., 2005. Tending the infrastructure commons: ensuring the sustainability of our vital public systems. Structure and Infrastructure Engineering, 1(4), pp. 263-270.
Llopis-Albert, C., Palacios-Marques, D. and Soto-Acosta, P. 2015. Decision-making and stakeholders' constructive participation in environmental projects. Journal of Business Research, 68(7), pp.1641-1644.
Lu, P., Guo, S., Qian, L., He, P. and Xu, X. 2015. The effectiveness of contractual and relational governances in construction projects in China. International Journal of Project Management, 33(1), pp. 212-222.
Marcelino-Sádaba, S., González-Jaen, L. F. and Pérez-Ezcurdia, A. 2015. Using project management as a way to sustainability. From a comprehensive review to a framework definition. Journal of Cleaner Production, 99(15), pp.1-16.
Martin, N. and Rice, J. 2015. Improving Australia's renewable energy project policy and planning: a multiple stakeholder analysis. Energy Policy, 84(9), pp.128-141.
McGuire, Michael 2006. Collaborative public management: Assessing what we know and how we know it. Public Administration Review. 66, pp.33-43.
Missonier, S. and Loufrani-Fedida, S. 2014. Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology. International Journal of Project Management, 32(7), pp. 1108-1122.
Mitchel, R.K., Wood, J.D. and Agle, B.R., 1997. Towards a theory of stakeholder identification and salience: defining the principle of who and what really counts. Academy of Management Review.
Mok, K. Y., Shen, G. Q. and Yang, J. 2015. Stakeholder management studies in mega construction projects: a review and future directions. International Journal of Project Management, 33(2), pp. 446-457
Nahyan, M.T. A., Sohal, A. S., Hawas, Y. E. and Fildes, B. 2014. Project management, infrastructure development and stakeholder engagement: a case study from the UAE. Procedia Technology, 16, pp. 988-991.
Nanjing Planning Bureau, 2011. Overall Plan of Bingjiang New Town in Jiangning District, Nanjing.
Olander, S. and Landin, A. 2005. Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 23(4), pp. 321-328.
Phillips, R., 2003. Stakeholder theory and organizational ethics, Berrett-Koehler Publishers Inc.
Pincetl, S., Bunje, P. and Holmes, T. 2012. An expanded urban metabolism method: Toward a systems approach for assessing urban energy processes and causes. Landscape and Urban Planning, 107(3), pp.193-202.
Pokharel, S. 2011. Stakeholders’ roles in virtual project environment: a case study. Journal of Engineering and Technology Management, 28(3), pp. 201-214.
Qi, A. and Chen, H. 2014. Research on China construction project management paradigms change and development in the last 30 years. Procedia - Social and Behavioral Sciences, 119(19), pp. 321-328.
Rhenman, E. 1964. Foeretagsdemokrati och foeretags organization. Thule, Stockholm.
Saunders, M., Lewis, P. and Thornhill, A. 2007. Research methods for business students (4th, ed.).Essex, Pearson Education Limited.
Savage, G.T., Nix, T.H., Whitehead, C.J. and Blair, J.D., 1991. Strategies for assessing and managing organizational stakeholders. Academy of Management Executive5, 61–75.
Serafy, S. E. 1997. Green accounting and economic policy. Ecological Economics, 21(3), pp. 217-229.
Sternberg, E., 1997. The defects of stakeholder theory. Corporate Governance: An International Review, 5(1), pp.3-9.
Thompson, R., n.d. Stakeholder analysis: winning support for your projects.
Varvasovszky, Z. and Brugha, R., 2000. How to do (or not to do) . . ., In: Health policy and planning. Oxford University Press. 15(3), pp.338–345.
Wilhelm-Rechmann, A., Cowling, R. M. and Difford, M. 2014. Responses of South African land-use planning stakeholders to the new ecological paradigm and the inclusion of nature in self scales: assessment of their potential as components of social assessments for conservation projects. Biological Conservation, 180(12), pp. 206-213.
Yang, R. J. 2014. An investigation of stakeholder analysis in urban development projects: empirical or rationalistic perspectives. International Journal of Project Management, 32(5), pp.838-849.
Yang, R. J. and Zou, P. X.W. 2014. Stakeholder-associated risks and their interactions in complex green building projects: a social network model. Building and Environment, 73, pp. 208-222.
Yang, L. R., O'Connor, J. T. and Chen, J. H. 2007. Assessment of automation and integration technology's impacts on project stakeholder success. Automation in Construction, 16(6), pp. 725-733.
本文編號(hào):98555
本文鏈接:http://sikaile.net/wenshubaike/lwfw/98555.html