Recently, organizational challenges and the need to achieve sustainable development make it more important to engage with all the necessary and relevant participants of the economic and social processes. Furthermore, the imperatives of sustainable development reinforce the need to engage with stakeholders to realize specific organizational goals, as well as to meet broader social, environmental and economic changes. A company has many stakeholders, each with distinct types and levels of involvement, and often with diverse and sometimes conflicting interests and concerns. Like any other business function, stakeholder engagement needs to be managed. Stakeholder engagement has always been crucial to a company’s performance and recently has become an important tool to transfer responsibility to management practice and corporate strategy. The academic literature includes many attempts at classifying stakeholders using various criteria and definitions. The ambiguity and the vagueness of the stakeholder concept are discussed from the different scientific approaches. The criticisms of stakeholder theory have already been thoroughly analyzed and widely commented on in the scientific literature. The stakeholder model has been constantly expanding and now includes more than two dozen groups. However, over the years, the uncontrolled broadening of its scope and applications, the multiplication of the numerous stakeholder definitions, have created confusion. A strong need for clarification and a clear delimitation of the stakeholders was thus urgently needed. Moreover businesses should scale their stakeholder engagement strategies relative to the risks. The company should identify and map stakeholders in regard to all of its activities, products, services and projects There is no one-size-fits-all approach when it comes to stakeholder engagement. The type of relationship the private sector should try to develop with its stakeholders, and the resources and level of effort that it should invest, will differ according to the nature, location, and scale of the project; the phase of its development; and the interests of the stakeholders themselves. In this article the authors present a review of different methods and scientific approaches to the stakeholder engagement theory and make an attempt to establish the significance of stakeholder engagement tools and modes in the process of project management.
project management, stakeholder engagement theory.
Заинтересованные стороны проекта, особенности определения и взаимодействия
Управление заинтересованными сторонами компании становится популярным в середине восьмидесятых годов [7; 11; 35]. Теория взаимодействия с заинтересованными сторонами впервые была разработана Фриманом [11]. В ней сказано, что чем лучше фирма взаимодействует со множеством групп, которые имеют какой-либо интерес или «долю» в компании, тем успешнее эта компания будет развиваться.
Согласно Фриману, заинтересованные лица – «группы лиц или индивиды, которые могут оказывать влияние на организацию и наоборот». В целом это определение подразумевает двунаправленное взаимодействие, поэтому оно учитывает потенциально большое число лиц и организаций, прямо или косвенно связанных с компанией [24].
Некоторые исследователи придерживались той же линии мышления [например, 22; 13; 15; 25; 16; 30]. Более узкое определение заинтересованных сторон было дано Митчелом [22], который сосредоточил свое внимание на индивидах, группах, имеющих непосредственное отношение к ключевым экономическим интересам компании.
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