The Dynamism of Stakeholder Engagement: A Case Study of the Aviation Industry (Contributions to Management Science)

Large infrastructure projects generally involve multiple stakeholders such as government parties, local communities, and private organizations. New projects can create tensions between different stakeholder groups because different groups naturally have different interests and opinions. This book offers a view of how stakeholders are able to influence the project management’s decision‐making process as the project proceeds from the investment preparation phase, to the project execution phase, and on to the operations phase through various methods such as protests, legal battles, and even illegal activities. This book provides multiple case studies in aviation industry reflecting how large projects create dynamic contexts for stakeholder management and stakeholder behaviour as the project moves through different phases of its lifecycle. Preface Contents Chapter 1: Stakeholder Theory 1.1 History and Nature of Stakeholder Theory 1.2 Stakeholder Identification Chapter 2: Stakeholder Engagement 2.1 Towards a Definition of Stakeholder Engagement 2.1.1 Engagement Strategies 2.1.2 Enablers and Barriers 2.1.3 Level of Engagement Chapter 3: Communicative Planning 3.1 Commonalities Between Planning Literature and Stakeholder Literature 3.2 Power and Uncertainty 3.3 Positive Outcomes of Communicative Planning 3.4 Enablers and Barriers Chapter 4: Stakeholder Analysis 4.1 Traditional Stakeholder Groups 4.2 Stakeholder Salience 4.3 Power within Management Literature 4.4 Stakeholders ́ Frames of Reference 4.5 Stakeholder Networks 4.6 Analysing the Stakeholder Arena 4.6.1 Analytical Categorization 4.6.2 Reconstructive Categorization 4.6.3 Stakeholder Relations 4.7 Summary Chapter 5: The Evolution of Airfield to Airport 5.1 Australian Airfields 5.2 Australian Airport Privatization 5.3 The Australian Aviation Issues 5.3.1 Aviation Generated Noise 5.3.2 Airport Generated Noise 5.3.3 The Integration of On-airport and Off-airport Planning and Non-aviation Related Developments on Airport Land 5.3.4 Airport Access 5.4 Salience 5.5 Frames of Reference 5.6 Stakeholder Networks Chapter 6: Adelaide Airport 6.1 Adelaide Airport Circa 2010 6.2 The Adelaide Airport Stakeholder Arena 6.3 Adelaide Stakeholders ́ Salience 6.3.1 Reflection on Stakeholder Salience 6.4 Adelaide Stakeholders ́ Frames of Reference 6.4.1 Frame I: Aviation-An Important Economic Contributor 6.4.2 Frame II: Collaboration-The Way Forward 6.4.3 Frame III: Aviation-Connecting Australians 6.4.4 Frame IV: Back to Centralized Planning 6.5 Recasting the Issues Using the Frames of Reference 6.6 The Adelaide Stakeholder Network 6.6.1 The Stakeholder Network Examined 6.6.2 Network Centrality 6.6.3 Relationship Strength 6.6.4 Integrated Discussion of the Components and the Issues 6.7 Integration of the `Three Components ́, Using Aviation Noise Issue as an Example Chapter 7: Conclusion References Large infrastructure projects generally involve multiple stakeholders such as government parties, local communities, and private organizations. New projects can create tensions between different stakeholder groups because different groups naturally have different interests and opinions. This book offers a view of how stakeholders are able to influence the project management decision making process as the project proceeds from the investment preparation phase, to the project execution phase, and on to the operations phase through various methods such as protests, legal battles, and even illegal activities. This book provides multiple case studies in aviation industry reflecting how large projects create dynamic contexts for stakeholder management and stakeholder behaviour as the project moves through different phases of its lifecycle