Abstract
This study developed a stakeholder management framework for construction project
delivery in Zimbabwe in response to persistent challenges where projects are stalled,
stopped, or disrupted due to poor stakeholder management. An extensive literature
review informed the study, drawing on stakeholder theory, legitimacy theory, and
integrative social contracts theory, as well as prior frameworks. This led to a
conceptual model incorporating stakeholder awareness, identification, assessment and
analysis, implementation monitoring and feedback, continuous support, and the
under-explored areas of stakeholder risk management and stakeholder cultural
identity.
A cross-sectional mixed-method research design was used to test the framework with
participants from Zimbabwe’s construction industry. Data were collected through
interviews and questionnaire surveys. Qualitative data were analysed thematically,
while quantitative data were examined using descriptive statistics, exploratory factor
analysis (EFA), confirmatory factor analysis (CFA), and structural equation
modelling (SEM). SPSS (v20) supported descriptive statistics and EFA, while EQS
(v6.4) supported CFA and SEM.
The SEM results confirmed that stakeholder awareness, identification, assessment and
analysis, implementation monitoring and feedback, continuous support, stakeholder
cultural identity, and stakeholder risk management significantly influence successful
stakeholder management. These factors contribute to improved construction project
delivery through reduced disruptions, enhanced stakeholder relationships,
strengthened value creation, and improved risk response.
The study contributes a seven-factor stakeholder management framework tailored to
developing-country contexts such as Zimbabwe and offers insights into
operationalising stakeholder cultural identity and stakeholder risk management.
Expert interviews highlighted potential links between these two constructs, indicating
the need for further research. The study recommends deeper exploration of
stakeholder cultural identity and its integration with stakeholder risk management
using alternative methodologies...