Stakeholder perception of construction site managers' effectiveness
Contemporary management thinking pays a great deal of attention to 'stakeholder theory', positing that sustainable success rests, to a great extent, with the systematic consideration of the needs and goals of all key stakeholders. This paper examines managerial effectiveness under the light of stakeholder theory. Using multivariate analysis, it investigates perceptions of importance of the dimensions of effectiveness held by a sample of 61 managers and 268 key project stakeholders in all major cities in Australia through a performance measurement tool comprising 52 performance elements. The findings of the research show that perceptions vary significantly across professional groups as well as high and low performing managers. The application the method presented in this paper can provide a framework for improvement of both managerial performance and stakeholder relationships.
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|Item Type:||Journal Article|
|Additional Information:||For more information, please refer to the journal's website (see hypertext link) or contact the author.|
|Keywords:||Stakeholder management, managerial effectiveness, performance measurement|
|Subjects:||Australian and New Zealand Standard Research Classification > ENGINEERING (090000) > CIVIL ENGINEERING (090500)|
|Divisions:||Past > QUT Faculties & Divisions > Faculty of Built Environment and Engineering|
|Copyright Owner:||Copyright 2008 Taylor & Francis|
|Deposited On:||21 Jul 2008 00:00|
|Last Modified:||15 Jan 2009 08:23|
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