THE EVOLUTION OF STAKEHOLDER NETWORKS IN CONSTRUCTION PROJECTS A COMPARATIVE ANALYSIS OF PROCUREMENT APPROACHES USING SOCIAL NETWORK ANALYSIS FOR ENHANCED STAKEHOLDER MANAGEMENT

In construction projects, effective stakeholder management is critical to project success, yet
effective strategies are lacking. Traditional static approaches neglect the dynamic character of
stakeholder networks, despite their major influence on stakeholder attitudes and behaviors.
Social Network Analysis (SNA) offers a promising solution, but empirical research applying SNA
in construction projects, particularly longitudinal studies comparing different procurement
approaches, is lacking. This research examines the influence of the procurement approach on
stakeholder dynamics to improve stakeholder management throughout the project life cycle.
A systematic literature review identified six stakeholder management stages and six
Stakeholder Assessment Success Factors (SASFs). However, existing stakeholder analysis tools
ignore stakeholder interrelationships. SNA addresses this gap through quantitative network
analysis, where a multi-level approach (micro, meso, and macro) is essential. Nevertheless,
SNA remains primarily suited for research due to its time-consuming nature and required
expertise for interpretation.
A longitudinal SNA was conducted on three procurement approaches: Design & Build (D&B),
Design-Bid-Build (DBB), and Engineer & Construct (E&C), across six measurement points. The
study examined five of the six SASFs, excluding stakeholder weaknesses and strengths.
Findings reveal that regardless of the procurement approach, stakeholder networks are
dynamic, with changes in stakeholders, relationships, attributes, behaviors, interests,
influence, and the overall network structure. Across all procurement approaches, the client,
project management entity, and program manager consistently serve as key stakeholders,
while the contractor is key from the engineering phase onwards. In DBB and E&C projects,
architects and advisors are key from the preliminary design onwards. The procurement
approach drives all stakeholder dynamics except relationship changes, which are driven by
internal client knowledge, municipal land ownership, and client preferences.
To enhance stakeholder management, a shift from static to dynamic stakeholder management
is recommended. Integrating relationship identification and network visualization into the
general stakeholder management process, revisited at each phase. Providing insights into
relationship changes, stakeholder positions, clusters, and bridges. An optimal stakeholder
network structure further enhances stakeholder management through well-defined clusters,
bridges, communication relationships, and hierarchy. In conclusion, this study deepens our
understanding of stakeholder dynamics, highlights the impact of the procurement approach,
and contributes to more effective stakeholder management strategies.