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Influence of indirect internal stakeholders on the performance of strategic projects: Understanding the behaviour of projects in universities in Bogotá
(Inderscience Publishers, 2020-01-01)
The purpose of this paper is to discover the effect of the extent, engagement, and empowerment of indirect stakeholders on the performance of internal strategic projects through the moderating effect of complexity. This research was conducted in the City of Bogotá in public and private universities from a sample of 356 respondents. The system of statistical analysis used to test the hypothesis of the research was structural equation modelling (SEM). The proposed model has an endogenous latent variable called performance of internal strategic project, and three exogenous variables called stakeholder extent, stakeholder engagement, stakeholder empowerment, and as moderating variable, project complexity. The findings carry theoretical implications for these bodies of knowledge in management: project management and strategic management. Stakeholder extent has a significant effect on performance of internal strategic projects. Stakeholder engagement does not have a significant effect on performance of internal strategic projects. Stakeholder empowerment has a significant effect on performance of internal strategic projects. Complexity is the moderating variable between stakeholder extent and stakeholder engagement on performance of internal strategic projects. This paper's originality is manifest in the variables used, and in its depth of analysis of a gap found in the literature related to indirect stakeholders.
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Opportunism and Third-Party Influence on Long-Term Public Contracts
(Pontificia Universidad Católica del Perú. Departamento de Economía, Abr 2018)
The present paper refers to the influence of interest groups and stakeholders on government and concessionaire contractual behavior in long-term public contracts. In particular, we show how government political commitments with interest groups represent a ‘reputational investment’, which reduces the incentives to enforce the contract and increases the willingness to accept renegotiation proposals. This situation, particularly in the case of “high profile” or “politically sensitive” projects, when observed by the private concessionaire, can be exploited to capture additional quasi-rents from the exchange relationship. Using a simple model and a case study of the South Interoceanic Road Project in Peru, we show how interactions of the government with influential stakeholders, in the context of weak institutions, can create favorable conditions for private opportunistic behavior. El presente artículo trata sobre la influencia de grupos de interés y partes interesadas sobre el comportamiento contractual del Gobierno y el Concesionario, en el marco de contratos públicos de largo plazo. En particular, se muestra que el compromiso asumido por el gobierno con estos grupos de interés representa una “inversión reputacional” que tiene el efecto de reducir sus incentivos de hacer cumplir las cláusulas contractuales aumentando su disposición a aceptar propuestas de renegociación. Esta situación, particularmente en el caso de proyectos destacados y “políticamente sensibles”, si es observada por el concesionario privado, puede ser aprovechada por éste con el objetivo de obtener mayores cuasi-rentas de la relación contractual. Utilizándose un modelo simple y un estudio de caso sobre el Proyecto de la Carretera Interoceánica Sur en el Perú, se muestra cómo la interacción del Gobierno y partes interesadas influyentes, en el contexto de instituciones débiles, puede configurar condiciones favorables para el comportamiento oportunista del concesionario privado.
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Identification and selection of stakeholder engagement strategies: case study of an Iranian oil and gas construction project
(Taylor & Francis, 2021-03-19)
Despite emphasizing the great importance of stakeholder management, there is a gap in applying a decision support system to adopt sustainable strategies for stakeholder engagement and conflict resolution especially in oil and gas projects. This paper presents a new framework for adopting the strategies in one of the largest oil and gas projects in Iran. In this proposed framework, firstly, the hybrid SWOT analysis and fuzzy Delphi method are used to identify and rank the sustainable stakeholder engagement strategies for managing conflicts. Then, a mathematical programming model was proposed to select the optimal strategies to maximize stakeholder engagement. The findings indicate that the results of the hybrid SWOT analysis and fuzzy Delphi method and the mathematical programming model are the same and the high ranked strategies obtained by the hybrid SWOT analysis and fuzzy Delphi method are selected in the proposed mathematical programming model as well. Also, each selected strategy can cover more than one conflict and improve stakeholder engagement.

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