Project success is a vague concept. Until now, there is not a consensus on the success factors among researchers because of different perspectives and different perception of the project success. The success of a project has peculiar importance on the company since failure in a project result in loss of time, money and damage the reputation of the organization. Based on the literature, we have identified that project success depends on different factors as it should be considered from different perspectives (either internal or external stakeholders). In the recent years, there is a growing interest and attention to all stakeholders. This thesis is focused on one of factors of project success which is related to external stakeholders’ satisfaction. Specifically, it will look at the relationship between the local community and the project organization as a factor for project success which were missed in previous works. According to McVea and Freeman (2005), “the opportunities for satisfying their individual needs, exploring their multiple role relationships and determining how these can be better understood and fulfilled would open up a vast new space for value creation and trade”. Di Maddaloni et al. (2017) indicated that appropriate management of secondary but legitimate stakeholders such as local communities can improve the project performance, transparency and accountability and avoid planning misjudgments. The aim of this work is to help project managers to have better understanding of local community and create appropriate value for them. Organizations should not consider local community as least powerful stakeholder because they can influence the attitude of more powerful entities. Therefore, the public opposition is very important in the projects since they can increase the cost by blocking and delaying the project. Furthermore, they can damage the reputation of the project team and the organization. External stakeholders’ groups have some tactics to affect the organization such as engaging in letter-writing campaigns to company officials, protests and civil lawsuits. Ignoring the local community’s needs and desires can result in social unrest and violation of human rights.
The aim of this work is to help project managers to have better understanding of local community and create appropriate value for them. Organizations should not consider local community as least powerful stakeholder because they can influence the attitude of more powerful entities. Therefore, the public opposition is very important in the projects since they can increase the cost by blocking and delaying the project. Furthermore, they can damage the reputation of the project team and the organization. External stakeholders’ groups have some tactics to affect the organization such as engaging in letter-writing campaigns to company officials, protests and civil lawsuits. Ignoring the local community’s needs and desires can result in social unrest and violation of human rights.
Local content in oil and gas projects : the case study of Iranian projects
KARKHANEHCHI, ATIEH
2016/2017
Abstract
Project success is a vague concept. Until now, there is not a consensus on the success factors among researchers because of different perspectives and different perception of the project success. The success of a project has peculiar importance on the company since failure in a project result in loss of time, money and damage the reputation of the organization. Based on the literature, we have identified that project success depends on different factors as it should be considered from different perspectives (either internal or external stakeholders). In the recent years, there is a growing interest and attention to all stakeholders. This thesis is focused on one of factors of project success which is related to external stakeholders’ satisfaction. Specifically, it will look at the relationship between the local community and the project organization as a factor for project success which were missed in previous works. According to McVea and Freeman (2005), “the opportunities for satisfying their individual needs, exploring their multiple role relationships and determining how these can be better understood and fulfilled would open up a vast new space for value creation and trade”. Di Maddaloni et al. (2017) indicated that appropriate management of secondary but legitimate stakeholders such as local communities can improve the project performance, transparency and accountability and avoid planning misjudgments. The aim of this work is to help project managers to have better understanding of local community and create appropriate value for them. Organizations should not consider local community as least powerful stakeholder because they can influence the attitude of more powerful entities. Therefore, the public opposition is very important in the projects since they can increase the cost by blocking and delaying the project. Furthermore, they can damage the reputation of the project team and the organization. External stakeholders’ groups have some tactics to affect the organization such as engaging in letter-writing campaigns to company officials, protests and civil lawsuits. Ignoring the local community’s needs and desires can result in social unrest and violation of human rights.| File | Dimensione | Formato | |
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2018_04_Karkhanehchi.pdf
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https://hdl.handle.net/10589/139249