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The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors
The premise of public engagement is to invite community members into the project’s decision-making processes. In project management research, public engagement is usually addressed under the umbrella of stakeholder management, which, although a useful perspective to adopt, has its limitations. In th...
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| Main Authors: | , |
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| Format: | Default Article |
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2019
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| Online Access: | https://hdl.handle.net/2134/11908035.v1 |
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| _version_ | 1818167714789720064 |
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| author | Vivien Chow Roine Leiringer |
| author_facet | Vivien Chow Roine Leiringer |
| author_sort | Vivien Chow (3989360) |
| collection | Figshare |
| description | The premise of public engagement is to invite community members into the project’s decision-making processes. In project management research, public engagement is usually addressed under the umbrella of stakeholder management, which, although a useful perspective to adopt, has its limitations. In this article, a processual view is advocated, which treats public engagement as dynamic and emergent. Drawing on ethnographic data, we demonstrate how observing public engagement “in the making” helps explain the politics behind engagement efforts. This allows for conclusions to be drawn about the practice of engagement that reflects the evolving needs of stakeholders and how best to manage them. |
| format | Default Article |
| id | rr-article-11908035 |
| institution | Loughborough University |
| publishDate | 2019 |
| record_format | Figshare |
| spelling | rr-article-119080352019-11-07T00:00:00Z The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors Vivien Chow (3989360) Roine Leiringer (7177268) Information systems not elsewhere classified Public engagement Power relations Ethnography Stakeholder management Hong Kong Information Systems The premise of public engagement is to invite community members into the project’s decision-making processes. In project management research, public engagement is usually addressed under the umbrella of stakeholder management, which, although a useful perspective to adopt, has its limitations. In this article, a processual view is advocated, which treats public engagement as dynamic and emergent. Drawing on ethnographic data, we demonstrate how observing public engagement “in the making” helps explain the politics behind engagement efforts. This allows for conclusions to be drawn about the practice of engagement that reflects the evolving needs of stakeholders and how best to manage them. 2019-11-07T00:00:00Z Text Journal contribution 2134/11908035.v1 https://figshare.com/articles/journal_contribution/The_practice_of_public_engagement_on_projects_from_managing_external_stakeholders_to_facilitating_active_contributors/11908035 CC BY-NC-ND 4.0 |
| spellingShingle | Information systems not elsewhere classified Public engagement Power relations Ethnography Stakeholder management Hong Kong Information Systems Vivien Chow Roine Leiringer The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| title | The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| title_full | The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| title_fullStr | The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| title_full_unstemmed | The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| title_short | The practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| title_sort | practice of public engagement on projects: from managing external stakeholders to facilitating active contributors |
| topic | Information systems not elsewhere classified Public engagement Power relations Ethnography Stakeholder management Hong Kong Information Systems |
| url | https://hdl.handle.net/2134/11908035.v1 |