000			01373nam a22001577a 4500
999			_c514281 _d514281
008			201023b ||||| |||| 00| 0 eng d
100			_aNaian, Johan, Mahalingam, Ashwin, and Stewart, Clegg _919725
245			_aExternal stakeholder management strategies and resources n megaprojects: An organizational power perspective
260			_aProject Management Journal
300			_a50(6), 2019: p. 625-640
520			_aMegaprojects involve managing external stakeholders with diverse interests. Using an Indian megaproject case study, we discuss how the project managed external stakeholders through strategies such as: persuasion, deputation, give and take, extra work for stakeholders, and flexibility. Drawing from theories and frameworks of power, we explain how these strategies emerge through a process of tactical clustering. We also analyze the resources available to the project team—such as recruitment discretion, government backing, and fund discretion—that influence these power dynamics and enable these strategies. We posit that changes in the resource base can significantly affect strategic action and, in turn, megaproject outcomes.- Reproduced
650			_aExternal stakeholders, Governance, Influence tactics, Infrastructure megaprojects, power _918839
773			_aProject Management Journal
906			_aPROJECT MANAGEMENT
942			_cAR