Journal of Regional Economic and Social Development Vol.

16

STAKEHOLDER CONCERNS AND MANAGEMENT

PRINCIPLES IN PROJECT MANAGEMENT
Liene Amantova-Salmane
Mg.soc.sc., lecturer, Rezekne Academy of Technologies, Rezekne, Latvia,
e-mail: Liene.Amantova-Salmane@rta.lv

Abstract.
Purpose and aim of the study: the aim of the paper is to develop principles that project
managers should consider when managing the concerns of stakeholders. To achieve this aim,
the following tasks have been set: to examine the concept of stakeholder concerns and
determine the actions to be taken before implementing stakeholder concern management
principles.
Design/Methodology/Approach: the monographic and descriptive methods, the logical
construction method, the graphical method.
Main Findings: the paper examines the concept of stakeholder concerns and highlights the
key management principles: responding to weak signals, a joint decision-making process,
and information transparency. Based on the research findings, focusing on these solutions
can significantly reduce stakeholder concerns. By decreasing the level of these concerns,
managing the stakeholder becomes easier, leading to project success. Collaboration with
stakeholders is essential for the successful implementation of any project.
Originality: the paper proposes the circumstances in which the concept of stakeholder
concerns should be used and develops previously unpublished principles for managing
stakeholder concerns in project management.
Implications: based on the research findings and applying the author`s proposed principles,
stakeholder concerns can be significantly reduced, minimizing these concerns facilitates the
management of stakeholders and increases the likelihood of project success. The author`s
recommendations are relevant for practical project managers and researchers.

Keywords: stakeholder concerns management, stakeholder engagement,

stakeholder theory.

Received: 5 November 2024 Revised: 20 November 2024 Accepted: 29 November 2024

Published: 16 December 2024

Introduction

Researchers like Cleland (1986), Burgoyne (1999), Freeman (2002),

and Dervitsiotis (2003) highlight that stakeholder management is a vital
feature of a project manager's responsibilities, as project success relies on
numerous individuals, including those not directly under the manager's
control. Stakeholder management means defining the project individuals and
institutions involved or interested in the project, facilitating proactive
management to mitigate stakeholder activities that could negatively
influence the project, and supporting the project team in leveraging
stakeholder maintenance for project goals (Cleland, 1986; Karlsen, 2008).
https://doi.org/10.17770/jresd2024vol16.8294
This is an open access article under the Creative Commons Attribution 4.0 International License
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Modern methods of managing stakeholders emphasise the technical and

methodical approach. Research by KPMG (2017) revealed that 80% of high-
performing companies had devoted stakeholder management procedures
(Suvvari & Saxena, 2023).
The specific problem of the study is the great importance of
stakeholders in the success of a project and the fact that stakeholders usually
have various concerns during the preparation and implementation of the
project. Therefore, the aim of the paper is to develop principles that project
managers should consider managing the concerns of stakeholders. To
achieve this aim, the following tasks have been set: to examine the concept
of stakeholder concerns and determine the actions to be taken before
implementing stakeholder concern management principles. The study
includes a novelty: it proposes the circumstances in which the concept of
stakeholder concerns should be used and develops previously unpublished
principles for managing stakeholder concerns in project management.
Research methods applied: the paper is based on the monographic and
descriptive method to explore the available literature on the research
problem, the logical construction method to arrive at conclusions and
proposals and the proposed practically applicable principles for the
management of the concerns of stakeholders, and the graphical method to
discover interrelations, characteristics of these principles.
Research period: 2022-2024
Hypothesis: focusing on stakeholder concern management principles
can significantly reduce stakeholder concerns.

Research results and discussion

The concept of stakeholder concerns

Project management is a coordinated set of activities assumed to realise

positive changes within a limited resource (including time), generally
connecting unique tasks with specific technical, financial and time resources.
Project success cannot be realised without analysing key stakeholders’
concerns. If not doing so much will increase project costs. Project
management is a mutual and traditional idea for resolving numerous tasks.
These are naturally one-time tasks with defined time, technical and financial
objectives. Success in a project cannot be achieved without analysing the
corners of key stakeholders. The lack of such analysis can lead to higher
project costs.
Every project may encounter stakeholder concerns - situations where
stakeholders are worried that certain project management decisions or
actions will negatively impact their circumstances or well-being, and they are

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prepared to oppose the project, even though this negative impact has not yet
manifested. In the management literature, only specific, critical aspects of
stakeholder concerns are addressed as management problems. As a result,
the development of tools for managing stakeholder concerns in projects has
been hindered. This study helps to fill this gap and outlines the key principles
of stakeholder concern management in project management. A previous
study on stakeholders has shaped numerous definitions in the academic
works. For example, Cleland (1986) defines project stakeholders as
"individuals and institutions that share a stake or an interest in the project."
Stakeholders can be measured as part of a communication system that can
affect the project (Eden & Ackermann, 1998). Each stakeholder classically
has different interests and priorities, which can generate conflicts or
inconsistencies with the project (Harrison & John, 1996; Karlsen, 2008).
If stakeholder management in a project is not sufficiently confirmed, it
can lead to surprizing difficulties and doubts within the project. For example,
a clear and complete meaning of project success and failure may not be
recognised (Meredith et al., 2000). As an outcome, the project manager may
attempt to realize goals that were never planned by the stakeholders
(Karlsen, 2002).
One of the cornerstones of the stakeholder concept is the framework
developed by American sociologist Arthur Bentley in 1908 regarding
political groups and government employees, which was later applied to
commercial organizations as well (Bentley, 1908). The concept of
stakeholders was developed by Freeman (1984). He defined stakeholders as
"any group or individual who can affect or is affected by the achievement of
an organization's objectives" (Freeman, 1984). As illustrated Elias with co-
authors, this idea has grown into four key areas: corporate planning,
corporate social responsibility, organizational theory, and systems theory
(Elias et al., 2002). Through the status of this new viewpoint, stakeholder
management theory has been debated using instrumental, descriptive, and
normative methodologies (Jones, 1995).
Juliano (1995) describes stakeholders as persons, groups, or teams that
are influenced by the project. The PMBOK Guide (1996) describes
stakeholders as individuals and organizations that are dynamically involved
in the project or whose interests may be positively or negatively affected
because of project or successful project achievement (Karlsen, 2002).
The appearance of the stakeholder concept in project management
relates to the understanding that a project relying solely on project
management interests cannot effectively respond to the possibility and
nature of changes in the project situation. The fundamental principle of this
concept is that the interests of stakeholders must be considered. Managers
who can reflect on the interests of numerous stakeholders are able to

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warrant project success and accomplish aims. In contrast, those who cannot
do so endanger project successful implementation.
Identifying the stakeholders and their concerns is one of main jobs to be
done by the project manager. The stakeholders are measured as more
important, as they participate in the decision-making process and directly
benefit from the project (Ray & Shastri, 2023).
It should also be noted that an increase in the number of stakeholders
can significantly increase project complexity. Each of these parties typically
has its own interests and concerns within the project, which can lead to
different priorities and conflicts (Karlsen, 2002).
Freeman and his co-authors support the relationship of communities to
stakeholder theory (Freeman, 1984) and suggest that meaningful
engagement with affected communities can be achieved. Community is a
social process of human interaction and can be better understood through its
dimensions in relation to a particular approach or theory (Freeman &
Menghwar, 2024). Such an approach allows for meaningful engagement of
communities - stakeholders - in project implementation and ensures the
success of the project.
The author of this research suggests using the term “stakeholder
concerns” in circumstances in which stakeholders are fearful that specific
project management actions or decisions will negatively affect their
environments or well-being and prepared to face the operation of the
project, although this negative impact has not happened however
established itself. For example, a decision to disregard the principles of
socially responsible procurement for a project, to neglect The New European
Bauhaus requirements in a building renovation project, to avoid conducting
public consultation activities, or a failure to clarify to the public the rapid
increase in funding and time consumption required for project
implementation, etc.
Concerns prompt stakeholders to take counteractions, meaning they
undertake various measures aimed at disrupting the implementation of
planned project decisions. For example, public organizations may publicly
condemn the actions of the project management, etc. Managing stakeholder
concerns becomes particularly important in the context of the project
management's relationships with the local community and public
organizations. A significant characteristic of stakeholder concerns is their
ability to evolve over time. Initially, concerns may be expressed by individual
people (such as representatives of the local community or public
organizations). However, over time, different stakeholders may begin to
express these concerns. Eventually, a point is reached where heightened
public attention arises. A timely failure to identify or address the changing
expectations of stakeholders can be considered a strategic risk that requires

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special attention (Frynas, 2005). Paying attention to the concerns of key

stakeholders and responding to them is essential at all stages of project
planning and implementation, as it significantly affects the successful
progression of the project. An approach that focuses on stakeholder concerns
is critically important because it must be responsive to these concerns. A
project can only succeed with the support and advocacy of stakeholders.
Reviewing the available research on stakeholder concerns, the following
studies stand out. Smith et al. (2017), along with co-authors, developed
criteria to identify key stakeholder concerns regarding coastal resource
protection and analysed them. The researchers utilized a multi-level
decision-making method to analyse policies that protect coastal resources,
which could yield greater social, economic, and ecological benefits if
potential collaboration and compromise effects are considered. A total of 19
indicators that encompass stakeholder concerns were identified.
Karlsen (2002) reflects in his study a survey of project managers
conducted in Norway to gather their opinions on stakeholder management.
The study's outcomes specify that more power is needed in developing
stakeholder management approaches. Project clients and end-users are
considered significantly more important than other stakeholders. Engaging
with these parties is crucial for project success, as clients define and fund the
project, while end-users determine the usefulness of the project outcomes.
Stakeholder concerns create problems and uncertainty in project execution.
The respondents pointed to several reasons, such as "decisions were not
made," "unexpected specification changes," "the client focused too much on
details," "the stakeholders did not understand their role in the project," or
"the end-user did not know their needs." These observations highlight the
importance of communication with stakeholders during the project.
Interestingly, the analysis did not reveal any specific stakeholder that caused
more problems, concerns, or uncertainty than others. The study also
demonstrates that more effort is required to improve stakeholder
management strategies and plan development (Karlsen, 2002). It
particularly emphasizes the need for a new vision.
A collective of authors, analysing stakeholder concerns in various
construction project phases using social network analysis
(Dadpour et al., 2019), identified strategies to reduce stakeholder concerns.
The authors suggest placing greater emphasis on addressing environmental
issues and mitigating the influence of political factors on the project.
Additionally, they indicate that experienced contractors and consultants
should be engaged in project implementation based on their expertise, and
that accurate project timelines and cost estimates are essential.

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Principles of stakeholder concern management

To effectively apply the values of stakeholder concern management, the

first step is to identify and examine the stakeholders. By identifying the key
stakeholders, we can distinguish their needs, prospects, concerns, and
possible forms of resistance. Stakeholder analysis helps map the different
groups, determining their influence as well as their preferred
communication channels and styles. This aids in tailoring communication
and engagement strategies for each group and addressing specific concerns.
The second step is to create a clear and compelling vision and narrative
for the project, explaining the expected benefits and opportunities, as well as
the role of stakeholders in the project. The narrative should align with the
organization's values and contain both rational and emotional aspects. It
must be communicated to stakeholders through various information
channels tailored to each stakeholder group.
The third step is to engage and empower stakeholders by giving them a
sense of control and responsibility. This can be achieved through
communication and collaborative action planning. By involving and
empowering stakeholders, they can become more motivated to support the
project.
The fourth step is to report concerns that may arise from stakeholders.
Concerns can be triggered by various factors, such as loss of control or trust,
insufficient information or communication, conflicting interests, or values,
among others. It is likewise significant to screen and measure the level of
stakeholder concerns, familiarising them with communication plans and
strategies conferring to the actual condition.

Identifying and analysing stakeholders

Creating a clear and compelling vision and narrative for the project

Engaging and empowering stakeholders

Forecasting and addressing stakeholder
concerns

Fig.1 Actions to take before implementing stakeholder concern

management principles (compiled by the author)

Stakeholder concerns can develop and increase over time. The motive
why only a small group of people (or individual stakeholders) may direct
concerns at an assumed instant is that the project's activities have not yet

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developed obvious to the wider community. The project management must

respond to these concerns before they escalate to a significant level of
conflict. To prevent or mitigate stakeholder concerns, the author suggests
considering the following principles of concern management.
Engagement of
Stakeholder
Representatives

Demonstrating Success

Education and Training

Principles of
Stakeholder Concern Transparency of
Management Information

Effective Communication

Responding to Signals

Collaborative Decision-
Making Process

Fig.2 Principles of stakeholder concern management

(compiled by the author)

Engagement of stakeholder representatives

Engagement of stakeholders, based on the significance of identified
stakeholders, requires appropriate methods for each stakeholder's
involvement, according to Reed (2008). The methods must be chosen and
tailored to the context of decision-making, considering the objectives, the
type of participants, and the appropriate level of engagement (Reed, 2008).
Identified stakeholders can be involved in various ways, as there are
different methods for engaging stakeholders. While it is crucial to involve all
stakeholders to collectively enhance understanding and identify threats in
the sector, Allen et al. (2013) emphasized that the types of engagement
should consider the context of the stakeholders, such as environmental and
sociocultural factors, considering any complexities and potential obstacles
that may affect their level of engagement. Thus, Nordstrom et al. (2016)
concluded that appropriate engagement of different stakeholders would
create a shared understanding of the anticipated outcomes (Osobajo, et al.,
2021).
Demonstrating success

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Whenever possible, it is important to share stories that illustrate the

expected benefits and improvements that engaged stakeholders can
anticipate. While storytelling is often considered less valuable in
organizations compared with rigorous forms of knowledge that can be
classified, categorized, calculated, and analysed, it is a traditional way to
convey knowledge and culture (Sole & Wilson, 2002). Finnish researchers
Eskola and Hundal (2021), referencing other authors, specify that before
organizational data were created through a non-stop dialogue between tacit
and explicit knowledge (Nonaka, 1994). However, moving into the future, we
are entering an era of knowledge management where the attention on the
change of tacit and explicit knowledge is no longer sufficient. Instead, the
main importance is placed on the management of narratives or stories
(Snowden, 2002; Eskola & Hundal, 2021).
Education and training
Sometimes, stakeholder concerns arise from a lack of knowledge.
Providing education and training can assist these stakeholders. Analysing the
training needs of stakeholders is an important step toward the successful
implementation of the project. It is crucial to explore the training topics and
determine which methodologies will be the most effective. This is essential
in the planning process, as the project's success largely depends on whether
stakeholders are equipped with the necessary skills, information, and
insights to mitigate their concerns.
Transparency of information
The lack of information transparency contributes to the spread of
various negative suspicions about the project (Claasen & Roloff, 2012).
Therefore, stakeholder concerns will persist even if the project is secure.
Information transparency eliminates the opportunity for rumours and
doubts about the project to proliferate. By ensuring information
transparency, it becomes more challenging for various speculations
regarding the potential negative impacts of project management decisions or
actions to arise. It is important to share the reasons behind the decisions
made, the expected benefits, and the potential challenges. Uncertainty can
increase resistance, as stakeholders may fill information gaps with
assumptions. An open and clear statement endorses a better consideration
of the situation.
Effective communication
Effective communication with stakeholders is a prerequisite for the
successful implementation of a project. A project will succeed only if the
requirements and needs of the involved parties are met, which can only be
understood through effective communication. Each group of stakeholders
has its own unique perspectives and expectations, making it essential to
tailor the communication strategy to address their specific concerns. Active

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listening and empathy are important components of effective

communication (PMBOK Guide) (2021). Different groups of stakeholders
may prefer various communication channels. By adapting communication
channels to stakeholders' preferences, information becomes more accessible
and easier to comprehend. Freeman et al. (2010) emphasize that normative
stakeholder theory asserts that managers must maintain support from
stakeholder groups and that organizations should have a place where
stakeholders' interests are maximized in the long term. However, Ihlen
(2012) notes that communication can be both a process and a result (verbal
or written).
It is significant that it is impossible not to connect with stakeholders.
Silence can also be observed as a form of communication. Communication
with stakeholders has an ethical possibility, as it is necessary to guarantee
their participation. In principle, the stakeholder concept indicates that
relationships with one’s social environment are important, and these
relationships have both ethical and strategic implications (Ihlen, 2012).
Responding to signals
It is essential to respond to and influence the concerns of stakeholders
that do not have an obvious impact. Stakeholders without direct leverage to
affect the project can unite among themselves, thereby accumulating
influence against the project. A typical example is the coalition of
representatives from local communities or joint actions by multiple public
organizations. By working together, stakeholders can significantly impact
the course and outcome of project implementation. The project management
must address concerns before they reach a noticeable conflict stage.
Stakeholders without direct leverage may seek assistance from other
advocates, such as public organizations, interest groups like the media,
and/or other influential organizations like political parties and financial
institutions. Establishing a continuous feedback exchange system with
stakeholders can regularly gather information about their concerns and
timely obtain data on emerging issues. Such regular engagement and
communication demonstrate a commitment to responding to stakeholder
concerns.
Collaborative decision-making process
A primary cause of stakeholder concerns is that they have not
voluntarily agreed to the negative impact of decisions or actions. In a
situation of concern, stakeholders clearly express this reason: "No one
listened to us." According to the stakeholder classification proposed by M.
Clarkson (Clarkson, 1994), concerned stakeholders consider themselves to
be forced risk bearers who must cope with the decisions or actions of the
organization.

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Conclusions and suggestions

Stakeholder management is a critical component of project

management, as stakeholder concerns shift thought a project`s lifecycle.
Effective stakeholder management involves clearly defining the project for
individuals and institutions engaged or interested in the project, recognizing
that a project is sensitive to stakeholder actions and decisions. One of the
essential steps in stakeholder management is addressing their concerns and
planning responses.
The paper examines the concept of stakeholder concerns and highlights
the key management principles: responding to weak signals, a joint decision-
making process, and information transparency. Based on the research
findings, focusing on these solutions can significantly reduce stakeholder
concerns. By decreasing the level of these concerns, managing the
stakeholder network becomes easier, leading to project success.
Collaboration with stakeholders is essential for the successful
implementation of any project.
If the project management provides stakeholders - who depend on it or
are depended upon - the right to be heard and commits to responding to their
concerns, the organization stands to gain. This approach allows the project
to strengthen its legitimacy and, through dialogue with stakeholders, confirm
or recreate shared values that positively affect the project’s reputation.
Collaboration with stakeholders enables them to achieve a level of
sustainable development that benefits both the stakeholders and society.
Such collaboration, based on stakeholder knowledge, helps to determine
appropriate strategic development directions for the project. Effective use of
the developed principles allows for an understanding and analysis of their
needs, expectations, and opinions; timely identifying potential difficulties
and opportunities from the stakeholders’ perspective; and pinpointing the
most significant issues causing concern among the stakeholders.
The author of this research suggests the circumstances for using the
term “stakeholder concerns”. This is the theoretical contribution of the
paper. The principles developed by the author have practical significance
because they are applicable to practical project management.
Considering that it has been proven that the success of a project depends
on the involvement of stakeholders in the preparation and implementation
of the project (Cleland (1986), Burgoyne (1999), Freeman (2002),
Dervitsiotis (2003)), the paper emphasizes that stakeholders may have
concerns that have a significant impact on the implementation of the project,
and the developed stakeholder concern management principles ensure
adequate management of concerns. Thus, the research hypothesis - focusing

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on stakeholder concern management principles can significantly reduce

stakeholder concerns – has been proven.
Overall, it can be concluded that overcoming stakeholder concerns
requires a thoughtful and diverse approach. Actively listening, tailoring
communication, offering education and training, implementing, and
maintaining a continuous feedback cycle, highlighting success stories, and
involving stakeholder representatives can sustain stakeholder support and
eliminate or reduce stakeholder concerns.

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