Abstract摘要
本研究以中国南京明发滨江新城项目（BJ项目）为对象，探讨中国建设项目利益相关者管理策略。本研究将定性研究作为一种研究方法。本研究使用半结构化访谈来收集数据。通过采访BJ项目的12个利益相关者，揭示了项目利益相关者管理模式的特点是管理层没有主动解决利益相关者之间的冲突，各方最大限度地追求自己的目标和利益。这种模式忽视了其他利益相关者的利益，容易引起利益相关者之间的冲突和矛盾，不利于项目的顺利进行，从长远来看，这将给项目带来质量和环境方面的问题。 。本研究的研究结果表明，在BJ项目的利益相关者管理方面，管理层并未坚持系统思考，而是坚持以核心利益相关者的利益为重点的原则。因此，在项目管理中，他们往往只是出于自身利益而忽略了其他利益相关者的合法利益。从BJ项目的利益相关者管理来看，管理层没有遵循前瞻性原则，而是坚持被动的，事后管理原则。这种管理策略不利于项目的顺利进行，增加了开发商协调各方利益的难度，对于建立所有利益相关方之间的信任关系是非常不利的。从BJ项目的利益相关者管理层考虑，政府和开发商都主要关注项目的短期利益而忽视了长期利益。这种利益相关者管理策略不会帮助开发者建立良好的社会形象和公共关系，也不会得到项目利益相关者的长期支持。从BJ项目的利益相关者管理来看，管理层没有关注建设项目对当地环境的影响，也没有关注绿色技术的使用。
最后，作者从系统管理，预见管理，长期管理，可持续发展的角度提出了对BJ项目未来利益相关者管理的建议。
This study took the Mingfa Binjiang New Town Project (BJ project) in Nanjing, China as the object to explore the strategy of stakeholder management of construction project in China. This study took qualitative research as a research approach. This study used a semi-structured interview to collect data. It was through interviewing 12 stakeholders of BJ project to reveal that the characteristics of the stakeholder management mode of the project was that the management did not take the initiative to resolve the conflict among the stakeholders, all parties maximized to pursue their own goals and interests while ignoring the other stakeholders’ interests, this mode was apt to cause conflict and contradiction among stakeholders, which was not conducive to the smooth progress of the project, in the long run, it would bring problems to the project in terms of quality and environmental aspects. The research results of this study showed that in terms of the stakeholder management of BJ project, the management did not adhere to a systematic thinking but upheld the principle of taking the interests of core stakeholders as the priority. Therefore, in project management, they were often just from their own interests to ignore the legitimate interests of other stakeholders. Judging from the stakeholder management of BJ project, the management did not adhere to a forward-looking principle but uphold a passive, postmortem management principle. This management strategy was not conducive to the smooth progress of the project, it increased the difficulty of the developer in coordinating the interests of all parties and it was very unfavorable for building a relationship of trust among all stakeholders. Considering from the stakeholders management of BJ project, both the government and the developer are primarily concerned about the short-term interests of the project while ignoring long-term interests. This stakeholder management strategy will not help the developer to establish a good social image and public relations, as well as get a long-term support from the stakeholders of the project. Judging from stakeholder management of BJ project, the management did not pay attention to the impact of the construction project on the local environmental, nor did them pay attention to the use of green technology.
Finally, the author was from the perspectives of systematic management, foreseeing management, long-term management, sustainable development to bring forward recommendations on the future stakeholder management of BJ project.
Keywords: construction project; stakeholder management; the Mingfa Binjiang new town project (BJ project); systematic principle; foreseeing principle; long-term principle; sustainable development principle
Table of Content
1.0 Introduction................................................................................................................................5
1.1 General introduction..............................................................................................................5
1.2 Problem statement..................................................................................................................6
1.3 Aim and research question.....................................................................................................7
1.4 Disposition........................
