Stakeholder Engagement, Communication and Sustainability in Project Management of INPOs
Keywords:
Stakeholder Engagement, Communication, Sustainability, Project Management, INPOsAbstract
Purpose: This study explores the intricate interplay of stakeholder engagement, communication, and sustainability within the realm of project management for International Non-Profit Organizations (INPOs). Anchored in the theoretical framework of stakeholder theory, the study delves into how these elements synergize to enhance project outcomes and foster positive societal and environmental change.
Design/ Methodology/Approach: The paper adopted the desktop literature review method. This involved an in-depth review of studies related to Stakeholder Engagement, Communication, and Sustainability in INPO Project Management. An in-depth search of the top keywords related to Stakeholder Engagement, Communication, and Sustainability in INPO Project Management was done in various databases. Thus, the paper was purely qualitative, drawing its findings from secondary sources of information.
Findings: The synthesis of stakeholder engagement, communication, and sustainability within the context of INPO project management underscores their interdependency and collective significance. Stakeholder theory provides a robust foundation for understanding how engaging stakeholders and facilitating transparent communication contribute to project sustainability. The research gap identified suggests the need for a comprehensive and integrated examination of these concepts to develop a nuanced understanding of their dynamics within INPO projects. Anticipated findings emphasize the positive correlations between stakeholder engagement, communication, and sustainability, underlining the pivotal role of strategic stakeholder management in driving INPO project success and positive societal impact
Contribution to policy and practice: Practitioners in INPOs can leverage the insights from the study to make informed decisions regarding stakeholder engagement strategies, communication plans, and sustainability initiatives. The study offers practical guidance on how to align project objectives with stakeholder interests for optimal outcomes. The study provides practical recommendations for INPOs to incorporate stakeholder perspectives into project design, ensuring that projects are attuned to beneficiary needs, local contexts, and broader societal goals. This contributes to more effective and relevant project outcomes. By highlighting the importance of transparent and timely communication, the study equips practitioners with tools to foster stakeholder trust, manage expectations, and create a positive project narrative.
References
Adams, R., Jeanrenaud, S., Bessant, J., Denyer, D., & Overy, P. (2018). Sustainability‐oriented innovation: A systematic review. International Journal of Management Reviews, 20(1), 20-38.
Adigbo, F. A. (2020). Stakeholder Engagement and Construction Project Performance in Ghana (Doctoral dissertation, Northcentral University).
Chepkosgei, N., Akuku, C., & Onyango, R. (2019). Effect of Strategic Orientation on Performance of Private Technical Training Institutions in Uasin Gishu County, Kenya. International Journal of Academic Research in Business and Social Sciences, 9(3). Pg. 1115 – 1122.
Demirkesen, G. K., & Reinhardt, G. M. (2021). Effect of stakeholder involvement on performance of the government projects in Poland. Journal of Entrepreneurship & Project Management, 5(1).
Dhanani, A., Coopamootoo, A., & Brown, A. (2016). Sustainability and project management: A structured literature review. International Journal of Project Management, 34(2), 297-313.
Emmanuel, N. (2020). Stakeholder Involvement and Performance of Donor Funded Projects in Rwanda: A Case Study of Empowering Youth Through an Inclusive Cooperative Movement in Rwanda ‘Project (eyicm) in Bugesera District. Journal of Advance Research in Business Management and Accounting, 6(9), 33-104.
Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston, MA: Pitman.
Freeman, R. E. (1994). The politics of stakeholder theory: Some future directions. Business ethics quarterly, 409-421.
Freeman, R. E., & Reed, D. L. (1983). Stockholders and stakeholders: A new perspective on corporate governance. California management review, 25(3), 88-106.
Freeman, R. E., Wicks, A. C., & Parmar, B. (2004). Stakeholder theory and “the corporate objective revisited”. Organization Science, 15(3), 364-369.
Inkpen, A. C., & Sundaram, A. K. (2021). The Endurance of Shareholder Value Maximization as the Preferred Corporate Objective. Journal of Management Studies.
Lee, S. C., & Lambert, S. C. (2017). Stakeholder analysis for participatory projects: Identifying actors, interests, and power relations. Sustainability, 9(3), 371.
Nguyen, T. S., Mohamed, S., & Mostafa, S. (2021). Project stakeholder’s engagement and performance: a comparison between complex and non-complex projects using SEM. Built Environment Project and Asset Management. 11(5), pp. 804-818. https://doi.org/10.1108/BEPAM-11-2020-0181
Saeed, R., & Sheikh, S. (2015). A review of stakeholder theory and the ‘four approaches’to CSR. International Journal of Business and Society, 16(2), 337-344.
Venkataraman, S. (2002). Stakeholder value equilibration and the entrepreneurial process. R. E. Freeman, S. Venkataraman, eds. The Ruffin Series of the Society for Business Ethics, 3, 45-57.
