Arun Abraham Elias

Stakeholder Analysis for R&D Project Management

R&D projects affect the interests of different stakeholders in different ways. Understanding the stakeholders and analysing their interests helps in the better management of R&D projects. In this paper we discuss a methodology to systematically analyse the stakeholders of R&D projects. This methodology includes Freemans (1984) three levels of analysis: rational, process and transactional. Based on these three levels, the stakeholder management capability of an R&D project is determined. The final stage is based on Mitchell et al. (1997) approach to analysing the dynamics of stakeholders. This methodology is illustrated using a New Zealand case relating to a road pricing R&D project.

Towards a shared systems model of stakeholders in environmental conflict

Developing a shared mental model of stakeholders in conflict is a challenge in environmental conflict management. In this paper, we describe the development of a shared systems model of stakeholders in environmental conflict in the Transmission Gully project, a large-scale transport infrastructure project in the Wellington region of New Zealand. Selected stakeholders of this project partook in generating this shared model, in the form of a causal loop diagram. This model was then analysed qualitatively to provide different insights into potential system behaviours.

Reverse logistics in the pharmaceuticals industry: a systemic analysis

Purpose – The purpose of this paper is to present a systemic analysis of the complex interaction of factors affecting the reverse logistics (RL) processes in a pharmaceutical supply chain (PSC). Design/methodology/approach – This study uses a systems thinking approach. Initial problem structuring involved the analysis of behavior-over-time of main variables and incorporated stakeholder analysis. Further, a participative group model building process was used to develop a systems model. Findings – The model was analysed to identify a set of feedback loops operating in the system responsible for the complexities of the problem. To address this, the stakeholders identified three strategic interventions. The first intervention relates to returns avoidance by alleviating market flooding of medicines, second intervention aims at improving the infrastructure for quality and performance management and the third targets balanced risk sharing between the main stakeholders involved in the supply chain. The findings s...

A system dynamics model for stakeholder analysis in environmental conflicts

This paper presents a systems model to address the need for a stakeholder analysis tool in the environmental planning and management literature. It captures the dynamic and complex nature of environmental conflicts. This is developed using the system dynamics methodology and is applied to a New Zealand case, the Transmission Gully motorway project. Experiments conducted using the model showed that although the proposed Transmission Gully motorway is capable of easing traffic congestion in the short term, it will not reduce traffic congestion in the long term. Policy and scenario experiments conducted using the model revealed that policies aimed at reducing traffic congestion could also reduce the conflict between stakeholders; however, they showed some counter-intuitive behaviour in the system which highlighted the complexity of the problem situation.

Analysing the stakes of stakeholders in research and development project management: a systems approach

Research and development (R&D) project management involves managing multiple stakeholders with conflicting stakes. This article proposes a systems approach to capture such conflicting stakes of multiple stakeholders in controversial R&D projects. The approach is illustrated using a New Zealand case study related to the use of 1080 chemical for pest management. Initially, the problem situation was structured systemically by analysing the behaviour of the main variables and by conducting a stakeholder analysis. Further, a participative systems model related to the problem situation was developed using a group model‐building process. The analysis of the model revealed a set of feedback loops operating in the system identified as constituting and responsible for the complexity of the problem situation relating to 1080 use. In conclusion, the paper highlights some strategies suggested by the stakeholders to manage conflict.

Stakeholder analysis for Lean Six Sigma project management

Purpose This paper aims to illustrate the usefulness of stakeholder analysis for managing Lean Six Sigma (LSS) projects effectively. Design/methodology/approach This research is based on an LSS case study that was initiated in a New Zealand public sector organisation. Findings A ten-step stakeholder analysis framework was applied to a public sector organisation in New Zealand. This analysis identified the stakeholders and their stakes, analysed the efficiency of their stakeholder management processes and evaluated the effectiveness of transactions between the stakeholders and the LSS project management. It also captured the changing salience of stakeholders during an LSS project. Practical implications The stakeholder analysis framework illustrated in this paper provides a practical toolset for managers involved in LSS projects. Originality/value Although some LSS experts have conducted a preliminary stakeholder analysis, the LSS literature lacks concrete examples of a thorough stakeholder analysis. This study tries to address this research gap by illustrating a stakeholder analysis framework for a New Zealand-based LSS project.

Analysing public sector continuous improvement: a systems approach

Purpose The purpose of this paper is to analyse the complexities involved in implementing continuous improvement (CI) initiatives in public sector organisations. Design/methodology/approach This paper is based on a case study of a private sector organisation based in New Zealand and its efforts in implementing CI activities in its public sector clients. In total, 12 semi-structured interviews were followed by group model building exercises based on system dynamics that led to the development of a systems model. Findings CI initiatives using public-private partnerships were successful in steadily improving the operational excellence and end-user satisfaction in this case. But client satisfaction was only increasing at a much slower rate. The underlying structure responsible for this behaviour was captured using a causal loop model and explained using seven interacting feedback loops. Research limitations/implications The major limitation of this research is that it is confined to one private sector organisation and its public sector clients. Thus, the generalisability cannot be utilised for future reference. Practical implications This paper illustrates the development of strategic initiatives based on a participative model building approach. It provides a practical method for initiating long-term structural changes while managing CI activities in public sector organisations. Originality/value This paper contributes a New Zealand case of public-private partnerships for implementing CI initiatives. It illustrates a systems approach to analyse the complexities involved in implementing CI initiatives in public sector organisations.

Systems Thinking and Modelling for Stakeholder Management

This article presents the application of the systems thinking and modelling methodology for analyzing multiple stakeholders with conflicting stakes. It illustrates this methodological framework using a New Zealand transport infrastructure case. By moving beyond the usual stakeholder analysis tools, comprising of matrices or lists of criteria or attributes, this study tries to plug the gap in the stakeholder literature pertaining to the need for a stakeholder analysis approach that can capture complex and dynamic issues in stakeholder management. The results of the experiments conducted, using a systems model developed in this study, highlight the need for holistic approaches instead of simple solutions, while dealing with complex problems involving multiple stakeholders.

Stakeholder collaboration and engagement in virtual projects

Stakeholder management is an important and common practice in any project, as it allows managers to better manage process, performance and risk. In virtual projects, collaboration and engagement with stakeholders is relatively more complex, challenging, and critical for project success. This paper proposes a novel stakeholder engagement process, focused on proactive stakeholder management in virtual projects. The proposed process is described and illustrated on a public sector project case in New Zealand. Using this process, the stakeholders of this project were able to discuss differing views on the project initiative and collaboratively reach mutually agreeable project objectives. The process can be applied by managers to better engage key stakeholders to ensure their intent is effectively communicated at the interpersonal and group levels.