دانلود رایگان مقاله انگلیسی یکپارچگی مدیریت ریسک ساخت و ساز و مدیریت سهامداران: برنامه های پژوهشی آینده - الزویر 2018

Abstract

We propose that integrated management of construction risk and stakeholder is feasible and can promote the effectiveness of both risk management (RM) and stakeholder management (SM). A systematic literature review is conducted on the current construction literature involving both RM and SM, through which we identify four linkage modes between risk and stakeholder management. We further suggest future directions that enable integrating risk and stakeholder management to benefit the management process and/or management outcome of RM and SM. These linkages and directions shed light on enhancing the effectiveness of RM and SM through new ways of thinking about, analyzing, and then managing risks and stakeholders in a holistic and integrated way, but not the traditional endeavor in individual areas. Integrating risk and stakeholder management is challenging, but can be a novel way for improving project performance for which this research conceptually justifies its feasibility and benefits, which merits further study.

7. Discussion and conclusion

Traditional efforts for improving risk and stakeholder management are largely undertaken in isolation. Instead, we proposed that integrated thinking and management of risks and stakeholders is feasible and may illuminate alternatives and new ideas for improving risk and stakeholder management effectiveness. The hypothesis was conceptually validated by the current results obtained with the systematic literature review method, namely, the thematic analysis of the four risk–stakeholder linkage modes identified in the existing literature and the future research agendas, which were proposed against the current status and the state-of-art research concerning the concept, management of risks and stakeholders and their similarities. This study thus suggests both researchers and practitioners be aware and find approaches for the connection and integrated management of construction risk and stakeholder, rather than merely managing risk or stakeholder in isolation. Below, we summarize the main findings and point out their implications for theory and practice.

7.1. Major findings and implications Using

a systematic literature review of 79 construction relevant papers, we found four risk–stakeholder linkage modes: (1) management of risk based on stakeholder identification, (2) internal stakeholders' responsibility and ability in the RM process, (3) management of stakeholder differences concerning risk, and (4) interrelatedness between RM and SM and effect on project performance. In the construction sector, RM has been frequently integrated into the fields of quality, cost, schedule, and safety management (Loushine et al., 2006; Love et al., 2016; Luu et al., 2009; Pawan and Lorterapong, 2016). The practices in construction project management also suggest that risk and stakeholder issues can be interwoven (Ward and Chapman, 2008; Zhang, 2011; Wang et al., 2017). However, these studies are scattered; a systematic clarification of how RM and SM connect to one another is lacking. The four linkages that were identified provide us a picture of how RM and SM can connect and will inspire future effort aiming to enhance the connection between construction risk and stakeholder management.