Construction Projects and Stakeholders

  • Ayodeji E. Oke
  • Clinton O. Aigbavboa


Owing to new and emerging performance measurement for construction projects, clients of construction projects will continue to demand more complex projects and it is the responsibility of the participants, especially the contractors and consultants, to ensure that the industry continues to be relevant in the face of changing demands, needs and requirements. One of the means of achieving this is through adhering to the construction process and ensuring that the right mix of team members in terms of team roles and profession is in place for all construction work. In view of this, it is deemed necessary to discuss the nature and concept of construction projects in term of their objectives and processes. Various participants and stakeholders responsible for construction activities are explained while team roles as they relate to the key stakeholders are also discussed. In addition, the challenges of the construction process are highlighted and explained with a view to adopting the principle of value management to reduce or eliminate these.


Construction project Project objective Project stakeholder Project success Team role 


  1. Aapaoja, A., & Haapasalo, H. (2014). A framework for stakeholder identification and classification in construction projects. Open Journal of Business and Management, 2(2014), 43–55.CrossRefGoogle Scholar
  2. Aritzeta, A., Swailes, S., & Senior, B. (2007). Belbin’s team role model: Development, validity and application for team building. Journal of Management Studies, 2(2), 2362–2380.Google Scholar
  3. Aroba, A., & Wedgewood-Oppenheim, O. (1994). Construction team management. Journal of Quarterly Construction Report, 2(1994), 15–20.Google Scholar
  4. Baker, D. P., & Salas, E. (1997). Principles for measuring teamwork: A summary and look toward the future. Mahwah, NJ.: Lawrence Earlbaum Associates Inc.Google Scholar
  5. Bal, M., Bryde, D., Fearon, D., & Ochieng, E. (2013). Stakeholder engagement: Achieving sustainability in the construction sector. Sustainability, 6(5), 695–710.CrossRefGoogle Scholar
  6. Banaitiene, N. & Banaitis, A. (2012). Risk management in construction projects. In N. Banaitiene (Ed.), Risk managementcurrent issues and challenges (pp. 429–448). London: Intech Open Science. Retrieved September 14, 2016, from
  7. Belbin, R. M. (1981). Management teams: Why they succeed or fail. London: Heinemann.Google Scholar
  8. Belbin, R. M. (1993). Team roles at work. Oxford: Butterworth-Heinemann.Google Scholar
  9. Carson, A. & Isaac, M. (2005). A guide to team roles: How to increase personal and team effectiveness. Retrieved June 4, 2016, from
  10. Chan, A. P. (2001). Framework for measuring success of construction projects. Brisbane. Retrieved November 27, 2016, from
  11. Excellence, Constructing. (2004). Effective teamwork: A best practice guide. London: Constructing Excellence.Google Scholar
  12. Cornick, T., & Mather, J. (1999). Construction project teams: Making them work profitably. London: Thomas Telford.CrossRefGoogle Scholar
  13. Gluch, P. (2009). Unfolding roles and identities of professionals in construction projects: Exploring the informality of practices. Construction Management and Economics, October(2009), 959–968.Google Scholar
  14. Hewage, K. N., Gannoruwa, A., & Ruwanpura, J. Y. (2011). Current status of factors leading to team performance of on-site construction professionals in Alberta building construction projects. Canadian Journal of Civil Engineering, 38(2011), 679–689.CrossRefGoogle Scholar
  15. Isle of Man. Treasury Government Office. (2002). Procedure notes for management of construction project. Douglas: Treasury Government Office. Retrieved September 14, 2016, from
  16. Kam Shadan, P. E. (2012). Construction project management handbook. Washington: Federal Transit Administration. Retrieved September 14, 2016, from
  17. Kandeil, R., Hassan, M. K. & Nady, A. E. (2010). Hand-over process improvement in large construction projects. Facing the challenges, building the capacity (pp. 18–28). Sydney: International Federation of Surveyors (FIG) Congress.Google Scholar
  18. Lencioni, P. (2005). The five dysfunctions of a team. San-Francisco: Jossey-Bass.Google Scholar
  19. Leung, M.-Y., Chan, Y.-S., & Chong, A. M. (2010). Chinese values and stressors of construction professionals in Hong Kong. Journal of Construction Engineering and Management, 136(12), 1289–1298.CrossRefGoogle Scholar
  20. Malkat, M. & Byung-GYOO, K. (2012). An investigation on the stakeholders of construction projects in Dubai and adjacent regions. Retrieved September 14, 2016, from
  21. Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Towards a theory of stakeholder identification and salience: Defining the principle of who and what really counts. The Academy of Management Review, 22(4), 853–886.Google Scholar
  22. Nash, S., Chinyio, E., Gameson, R., & Suresh, S. (2010). The dynamism of stakeholders’ power in construction projects. In C. Egbu (Ed.), 26th Annual ARCOM Conference (pp. 471–480). Leeds: Association of Researchers in Construction Management.Google Scholar
  23. Nyandika, F. O., & Ngugi, K. (2014). Influence of stakeholders’ participation on performance of road projects at Kenya National Highways Authority. European Journal of Business Management, 1(11), 384–404.Google Scholar
  24. Ochieng, E. G., & Price, A. D. (2009). Framework for managing multicultural project teams. Engineering Construction and Architectural Management, 16(6), 527–543.CrossRefGoogle Scholar
  25. Oke, A. E. (2013). Project management leadership styles of Nigerian construction professionals. International Journal of Construction Project Management, 5(2), 159–169.Google Scholar
  26. Oke, A. E., & Ukaeke, I. L. (2013). Factors responsible for effective and ineffective teams in Nigerian construction industry. Journal of Construction Management, 28(4), 5–16.Google Scholar
  27. Oke, A. E., Ibirobke, O. T., & Aje, I. O. (2010). Perception of construction professionals to the competencies of Nigerian quantity surveyors. Journal of Building Performance, 1(1), 64–72.Google Scholar
  28. Oke, A. E., Ogunsemi, D. R., & Adeeko, O. C. (2013). Assessment of knowledge management practices among construction professionals in Nigeria. International Journal of Construction Engineering and Management, 2(3), 85–92.Google Scholar
  29. Oke, A. E., Olatunji, S. O. & Ajulo, A. A. (2016a). Factors affecting construction project handover and feedback mechanism. In O. J. Ebohon, D. A. Ayeni, C. O. Egbu & F. K. Omole (Eds.), 21st Century Human Habitat: Issues, Sustainability and Development. Proceedings of Joint International Conference (pp. 842–850). Akure.Google Scholar
  30. Oke, A. E., Olatunji, S. O., Awodele, A. O., Akinola, J. A. & Kuma-Agbenyo, M. (2016b). Importance of team roles composition to success of construction projects. International Journal of Construction Project Management, 8(2), 141–152.Google Scholar
  31. Olander, S., & Landin, A. (2005). Evaluation of stakeholder influence in the implementation of construction projects. International Journal of Project Management, 23(4), 321–328.CrossRefGoogle Scholar
  32. Olatunji, S. O., Akinola, J. A., Oke, A. E. & Osakuade, A. O. (2014a). Construction professionals’ team roles and their performance. International Journal of Advanced Technology in Engineering and Science, 2(8), 308–316.Google Scholar
  33. Olatunji, S. O., Oke, A. E. & Owoeye, L. C. (2014). Factors affecting performance of construction professionals in Nigeria. International Journal of Engineering and Advanced Technology, 3(6), 76–84.Google Scholar
  34. Queensland Department of Public Works. (2010). Handover: Guidance for commissioning and handover associated with government building projects. Queensland: Queensland Department of Public Works.Google Scholar
  35. Senaratnea, S., & Gunawardane, S. (2015). Application of team role theory to construction design team. Architectural Engineering and Design Management, 11(1), 1–20.CrossRefGoogle Scholar
  36. Takim, R., & Akintoye, A. (2002). Performance indicators for successful construction project performance. In D. Greenwood (Ed.), 18th Annual ARCOM Conference (pp. 545–555). Northumbria: Association of Researchers in Construction Management.Google Scholar
  37. The Associated General Contractors of America. (2003). Guidelines for a successful construction project. Washington: The Associated General Contractors of America, the American Subcontractors Association, and the Associated Specialty Contractors. Retrieved September 14, 2016, from
  38. United Kingdom. Cabinet Office. (2011). Government construction strategy. London: Cabinet Office. Retrieved November 14, 2016, from
  39. United Kingdom. HM Treasury. (2014). Infrastructure cost review: Measuring and improving delivery. London: HM Treasury. Retrieved September 14, 2016, from
  40. Zanjirchi, S. M., & Moradi, M. (2012). Construction project success analysis from stakeholders’ theory perspective. African Journal of Business Management, 6(15), 5218–5225.Google Scholar

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  1. 1.Faculty of Engineering and the Built EnvironmentUniversity of JohannesburgJohannesburgSouth Africa

Personalised recommendations