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Systems Thinking Interplay Between Project Complexities, Stakeholder Engagement, and Social Dynamics Roles in Influencing Construction Project Outcomes

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  • Temitope Seun Omotayo
  • Jonathan Ross
  • Abiodun Oyetunji
  • Chika Udeaja

Abstract

Construction projects are fraught with the challenges of cost overruns, schedule deviations, and not meeting expectations. Underlying these failures are factors related to complexity, stakeholder management, and external social dynamics. The literature review highlighted research gaps, leading to conceptualizing the research aim. The study explored the roles of project complexity, stakeholder engagement, and social dynamics in the UK construction project management sector. A survey research strategy combining qualitative interview questions was employed to extract data from project professionals across the UK. Convenience sampling resulted in a high response rate from seventy-three (73) participants across the UK. Four main themes emerged: project complexity and lessons learned; stakeholder engagement and social climate; project failures and conflicts; and project success. System thinking causal loop diagramming was applied in amalgamating implications drawn from the findings. The implications noted that challenges in governance, regulation, and legislation, coupled with stringent cost and schedule targets, added to project complexity, effective stakeholder engagement, clear communication, and understanding of social contexts were crucial for project success where complexities of stakeholders and social dynamics proved difficult.

Suggested Citation

  • Temitope Seun Omotayo & Jonathan Ross & Abiodun Oyetunji & Chika Udeaja, 2024. "Systems Thinking Interplay Between Project Complexities, Stakeholder Engagement, and Social Dynamics Roles in Influencing Construction Project Outcomes," SAGE Open, , vol. 14(2), pages 21582440241, May.
  • Handle: RePEc:sae:sagope:v:14:y:2024:i:2:p:21582440241255872
    DOI: 10.1177/21582440241255872
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    References listed on IDEAS

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    1. Cascetta, Ennio & Cartenì, Armando & Pagliara, Francesca & Montanino, Marcello, 2015. "A new look at planning and designing transportation systems: A decision-making model based on cognitive rationality, stakeholder engagement and quantitative methods," Transport Policy, Elsevier, vol. 38(C), pages 27-39.
    2. Barlow, James, 2000. "Innovation and learning in complex offshore construction projects," Research Policy, Elsevier, vol. 29(7-8), pages 973-989, August.
    3. Steve Rowlinson & Yan Ki Fiona Cheung, 2008. "Stakeholder management through empowerment: modelling project success," Construction Management and Economics, Taylor & Francis Journals, vol. 26(6), pages 611-623.
    4. Temitope Seun Omotayo & Bankole Awuzie & Valerie Kenechukwu Obi & Saheed Ajayi & Lovelin Ifeoma Obi & Oluyomi Osobajo & Adekunle Oke, 2022. "The System Dynamics Analysis of Cost Overrun Causations in UK Rail Projects in a COVID-19 Epidemic Era," SAGE Open, , vol. 12(2), pages 21582440221, May.
    5. Agata Klaus-Rosińska & Joanna Iwko, 2021. "Stakeholder Management—One of the Clues of Sustainable Project Management—As an Underestimated Factor of Project Success in Small Construction Companies," Sustainability, MDPI, vol. 13(17), pages 1-27, September.
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