Adversarial factors in multi-stakeholders’ engagement of global-IT projects

Purpose: Adverse situations negatively impact project stakeholders’ engagement. Past research has sporadically investigated adverse situations affecting stakeholder engagement but lacks a thorough empirical investigation. The paper aims to discuss this issue. Design/methodology/approach: A web survey was designed to address the knowledge gap of the identification of the impactful adverse situations during multi-stakeholder engagement. The research yielded 144 completed responses from multi-stakeholders engaged in globally distributed ICT projects. Findings: Exploratory factor analysis revealed eight factors that underpin 26 adverse situations. The top factors, ranked in terms of importance according to their Relative Importance Index (RII) are: dysfunctional conflicts, dearth of reasoning, glitches in project governance, clash of personalities. Research limitations/implications: This research reveals the factors that can impact engagement in the form of meaningful clusters and dimensions and opens-up a future research agenda toward causation and mitigation studies related to adversarial stakeholder engagement. The study focuses on globally distributed ICT projects and has not explored generalizability in other sectors. Practical implications: This research enables project managers and stakeholder analysts to get an understanding on the importance of different dimensions of adverse situations in the way stakeholders think, act and emote. Social implications: Awareness on the potential adversarial stakeholder engagement helps in effectively managing the sustained stakeholder relationships and mental well-being of project stakeholders. Originality/value: This research contributes to project management practice, as it reveals the underlying factors of adverse situations occurring during multi-stakeholders’ engagement, provides clarity on their components and ranks them in terms of importance for their overall effect on stakeholders’ engagement.