- The Oxford Handbook of Megaproject Management
- List of Illustrations
- List of Tables
- List of Contributors
- Introduction: The Iron Law of Megaproject Management
- Has Megaproject Management Lost Its Way?: Lessons from History
- Cycles in Megaproject Development
- Big Is Fragile: An Attempt at Theorizing Scale
- Institutional Challenges and Solutions for Global Megaprojects
- Megaproject Decision Making and Management: Ethical and Political Issues
- Biggest Infrastructure Bubble Ever?: City and Nation Building with Debt-Financed Megaprojects in China
- Did Megaproject Research Pioneer Behavioral Economics?: The Case of Albert O. Hirschman
- Megaproject Escalation of Commitment: An Update and Appraisal
- Megaprojects as Games of Innovation
- Power and Sensemaking in Megaprojects
- A Collective-Action Perspective on the Planning of Megaprojects
- Understanding Drivers of Megaevents in Emerging Economies
- Innovation and Flexibility in Megaprojects: A New Delivery Model
- Megaproject Stakeholder Management
- Private Finance: What Problems Does It Solve, and How Well?
- Wider Impacts of Megaprojects: Curse or Cure?
- Quality Assurance in Megaproject Management: The Norwegian Way
- The Good Megadam: Does It Exist, All Things Considered?
- Cracking the Code of Megaproject Innovation: The Case of Boeing’s 787
- The Power of Systems Integration: Lessons from London 2012
- Iconic Urban Megaprojects in a Global Context: Revisiting Bilbao
- Private Provision of Public Services: The Case of Australia’s Motorways
- Megaprojects as Political Symbols: South Africa’s Gautrain
- Large Dam Development: From Trojan Horse to Pandora’s Box
Abstract and Keywords
Effective stakeholder management is crucial for megaproject development and delivery. This chapter provides an extensive review of the project stakeholder management literature, which is largely instrumental rather than descriptive or normative, and in particular fails to address the stakes of the natural environment and future generations in megaprojects. Drawing on developments in stakeholder management theory in strategic management research, the chapter proposes to broaden the agenda to a megaprojects and society perspective and to stress the political, economic, and ethical aspects in the context of an analysis which draws on institutional theory.
Graham Winch is Professor of Project Management and Director of the Centre for Research in the Management of Projects at the Manchester Business School. He is the author of Managing Production: Engineering Change and Stability (OUP, 1994), and Managing Construction Projects: An Information Processing Approach (2nd edn. Wiley, 2010). He has published over forty refereed journal articles and numerous other papers
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