Hu, S ORCID: https://orcid.org/0000-0003-1815-1002 and Simba, A
ORCID: https://orcid.org/0000-0002-0276-8211,
2025.
Mapping multi‐stakeholder engagement: a Q methodology in a regional project management scenario.
Strategic Change.
ISSN 1086-1718
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Abstract
Research on project management describes the essence of projects involving multiple stakeholders, stressing the value derived from diverse work practices. However, this underestimates issues of counterproductive disagreements associated with diverse groups participating in a project. Thus, this study draws on Q methodology and a comprehensive stakeholder-interrelationship-project management interface to develop theoretical perspectives and explanations defining how an East Midlands, UK project team with varied expectations interrelate. Evidence from 23 interviews suggests that over expectations were not only a source of disagreements but also influenced participation. Our findings and analysis led to an overlapping conceptual interface detailing the interplay between behavior, actions, attitudes, and expectations among multiple stakeholders in a regional business development program. Accordingly, we contribute practical insights into project management with implications for engagement and communication strategies in multi-stakeholder projects.
Item Type: | Journal article |
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Publication Title: | Strategic Change |
Creators: | Hu, S. and Simba, A. |
Publisher: | Wiley |
Date: | 2025 |
ISSN: | 1086-1718 |
Identifiers: | Number Type 10.1002/jsc.2687 DOI 2462585 Other |
Rights: | © 2025 The Author(s). This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium,provided the original work is properly cited. |
Divisions: | Schools > Nottingham Business School |
Record created by: | Jeremy Silvester |
Date Added: | 02 Jul 2025 09:57 |
Last Modified: | 02 Jul 2025 09:57 |
URI: | https://irep.ntu.ac.uk/id/eprint/53869 |
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