INFLUENCE OF STAKEHOLDER MANAGEMENT ON PROJECT SUCCESS IN 

THE NORTHERN CAPE OPERATING UNITS (NCOU) PROJECTS OF ESKOM 

 

Name: Masekoala Lesesa 

Student number: 2016387397  

 

A field study submitted to the UFS Business School in the Faculty of Economic 

and Management Sciences in partial fulfilment of the requirements for the 

Degree  

 

Master in Business Administration 

 

at the 

 

UFS Business School 

University of the Free State 

Bloemfontein 

 

 
Supervisor: Prof Helena van Zyl 

DATE: 15/10/2020 

 



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DECLARATION 

"I declare that the Field Study hereby submitted for the Magister in Business 

Administration at the UFS Business School, University of the Free State, is my own 

independent work and that I have not previously submitted this work, either as a 

whole or in part, for a qualification at another university or at another faculty at this 

university. 

I also hereby cede copyright of this work to the University of the Free State." 

 

 

Signature:  

Date: 15/10/2020    

 
  



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ACKNOWLEDGEMENTS 

I am indebted to the following persons: 

• First and foremost, I would like to extend my sincere gratitude to my God and 

Heavenly Father for all the countless blessings You have showered upon me. 

Thank You for giving me enough courage, wisdom and powerful knowledge to 

complete this dissertation.  

• Thank you to Prof. Helena van Zyl for giving me the opportunity to pursue my 

Master in Business Administration (MBA) degree and for the patience and 

enthusiasm you showed in answering numerous questions. It is really an 

honour to be associated with a supervisor of your calibre. Your guidance and 

fresh ideas contributed a lot towards the successful completion of this MBA 

study.  

• To Eskom NCOU general manager, thank you for giving me the 

opportunity/permission to do my studies at Eskom NCOU. 

• To my colleagues at Eskom NCOU, thank you for support and participation in 

this dissertation.  

• To my parents, Mrs and Mr Lesesa, thank you for all the sacrifices you made 

raising me. Thank you for the warm love and support you have given me over 

the years. But most importantly, I thank you for teaching me humility.  

• To my six-year-old son, Lesesa Neo Kelebohile and my husband, Marake 

Thabo Daniel; you guys mean the world to me. I thank God every day for 

bringing both of you into my life and making me complete. Thank you for the 

support you gave me though my study.  

 

 

  



iii 
 

ABSTRACT 

The purpose of this study was to investigate the influence of stakeholder 

management on project success in Eskom NCOU since the year 2000. Eskom is 

South Africa’s electricity public utility, as well as the largest producer of electricity in 

Africa. The company has implemented a variety of projects to increase its capacity 

and to ensure that all plants are fully maintained and operating at optimum levels. 

Eskom has not been engaging properly with its stakeholders and that has resulted in 

delays of project deliveries as well as work stoppages. In addition, this has caused 

social unrest among citizens in various municipalities. The objectives of the study 

were to ascertain the influence of stakeholder management on projects. The 

historical background and objectives of the stakeholder management on Eskom 

projects were explained through the literature review. 

The instrument used to collect data in this research was semi-structured interviews. 

The research study unearthed that at Eskom, the use of stakeholder management is 

important, as it fosters relationships and communication crucial for driving projects, 

and also that stakeholder management improves motivation and decreases conflict. 

The research determined that stakeholders can play several roles in a project life 

cycle. The findings showed that the management of stakeholders plays a pivotal role 

in ensuring project success. The findings also revealed that the participants agreed 

that project managers should have a stakeholder management plan that is all-

encompassing. 

The recommendations suggest that the general management of project stakeholders 

and project success is enhanced by improving both the project and the environment 

that promote the needs of project stakeholders. Effective communication between 

stakeholders and project leaders plays a pivotal role in ensuring that projects 

succeed. Project leaders should identify key stakeholders that have the capacity to 

stall or stop projects. They need to work hand in hand with stakeholders and address 

their concerns as much as possible. 

  



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TABLE OF CONTENTS  
DECLARATION ........................................................................................................... i 

ACKNOWLEDGEMENTS ........................................................................................... ii 

ABSTRACT ................................................................................................................ iii 

TABLE OF TABLES .................................................................................................. vii 

LIST OF FIGURES ................................................................................................... viii 

CHAPTER 1: INTRODUCTION .................................................................................. 1 

1.1 Introduction and Background ........................................................................................................... 1 

1.2 Problem statement ........................................................................................................................... 3 

1.3 Research objectives .......................................................................................................................... 3 

1.4 Research questions ........................................................................................................................... 4 

1.5 Research methodology ..................................................................................................................... 4 

1.5.1 Research design ............................................................................................................................. 4 

1.5.2 Sampling and target population .................................................................................................... 6 

1.5.3 Data collection ............................................................................................................................... 6 

1.5.4 Data analysis .................................................................................................................................. 6 

1.5.5 Pilot study ...................................................................................................................................... 7 

1.5.6 Ethical considerations .................................................................................................................... 7 

1.5.7 Demarcation of field of study ........................................................................................................ 8 

1.6 Significance of the study ................................................................................................................... 8 

1.7 Outline of the study .......................................................................................................................... 8 

1.8 Conclusion ......................................................................................................................................... 9 

CHAPTER 2: LITERATURE REVIEW ...................................................................... 10 

2.1 Introduction .................................................................................................................................... 10 

2.2 Definition of key terms ................................................................................................................... 10 

2.2.1 Project .......................................................................................................................................... 10 

2.2.2 Stakeholder management ............................................................................................................ 11 

2.2.3 Project success ............................................................................................................................. 11 

2.3 Theoretical framework ................................................................................................................... 13 

2.3.1 Stakeholder theory ...................................................................................................................... 13 

2.3.2 Resource dependency theory ...................................................................................................... 13 

2.4 An overview of the stakeholder management process .................................................................. 14 

2.4.1 Project stakeholder identification ............................................................................................... 16 

2.4.2 Stakeholder analysis .................................................................................................................... 18 



v 
 

2.5 The influence of stakeholder management on the success of projects ......................................... 18 

2.5.1 Stakeholders’ involvement in project identification .................................................................... 19 

2.5.2 Stakeholder involvement in project planning .............................................................................. 20 

2.5.3 Stakeholder involvement in project implementation .................................................................. 21 

2.5.4 Stakeholder involvement in project monitoring .......................................................................... 21 

2.6 The opinions of various role players in projects about the relationship between stakeholder 
management and project success ........................................................................................................ 22 

2.6.1 Stakeholder management in project success/failure .................................................................. 22 

2.6.2 The significance of stakeholders in project management success .............................................. 23 

2.7 The influence of communication with stakeholders on the success of projects ............................ 25 

2.7.1 Stakeholder communication in a project ..................................................................................... 25 

2.7.2 Influence of communication in a project ..................................................................................... 27 

2.8 Improving stakeholder management practices .............................................................................. 27 

2.8.1 Developing project stakeholder management ............................................................................ 27 

2.8.2 Stakeholder engagement ............................................................................................................. 28 

2.8.3 Motivating project stakeholders .................................................................................................. 29 

2.9 Conclusion ....................................................................................................................................... 30 

CHAPTER 3: RESEARCH METHODOLOGY .......................................................... 32 

3.1 Introduction .................................................................................................................................... 32 

3.2 Research design .............................................................................................................................. 32 

3.3 Research philosophy ....................................................................................................................... 33 

3.4 Research strategy ............................................................................................................................ 33 

3.5 Sampling design .............................................................................................................................. 34 

3.5.1 Target population ........................................................................................................................ 34 

3.5.2 Sampling ....................................................................................................................................... 34 

3.5.3 Recruitment of participants ......................................................................................................... 35 

3.6 Data collection ................................................................................................................................ 35 

3.7 Data analysis ................................................................................................................................... 36 

3.8 Trustworthiness .............................................................................................................................. 36 

3.9 Ethical considerations ..................................................................................................................... 36 

3.9.1 No harm or injury ......................................................................................................................... 36 

3.9.2 Permission .................................................................................................................................... 37 

3.9.3 Informed consent ......................................................................................................................... 37 

3.9.4 Confidentiality .............................................................................................................................. 37 



vi 
 

3.9.5 Conflict of interest ....................................................................................................................... 37 

3.10 Limitations..................................................................................................................................... 38 

3.12 Conclusion ..................................................................................................................................... 38 

CHAPTER 4: DATA PRESENTATION AND ANALYSIS .......................................... 39 

4.1 Introduction .................................................................................................................................... 39 

4.2 Participants’ demographic features ................................................................................................ 39 

4.2.1 Positions in the work environment .............................................................................................. 40 

4.2.2 Working experience ..................................................................................................................... 40 

4.2.3 Educational level .......................................................................................................................... 41 

4.3 Stakeholder management and project success .............................................................................. 41 

4.3.1 Understanding of the term stakeholder management as well as project success? .................... 42 

4.3.2 Roles played by stakeholders in project management ................................................................ 44 

4.3.3 Importance of various roles played by stakeholders ................................................................... 47 

4.4 Influence of stakeholder management on project success at Eskom NCOU .................................. 49 

4.4.1 What is the influence of stakeholder management on project success? .................................... 49 

4.4.2 Effects of stakeholder management on the project team ........................................................... 51 

4.4.3 Impact of stakeholder management on project deliverables...................................................... 53 

4.5 Stakeholder management strategies for Eskom, Northern Cape ................................................... 54 

4.5.1 Recommended stakeholder management strategies .................................................................. 54 

4.5 Conclusion ....................................................................................................................................... 56 

CHAPTER 5: CONCLUSION AND RECOMMENDATIONS..................................... 58 

5.1 Introduction .................................................................................................................................... 58 

5.2 Summary of research findings ........................................................................................................ 58 

5.3 Conclusions and recommendations ................................................................................................ 59 

5.3.1 Conclusion .................................................................................................................................... 59 

5.3.2 Recommendations ....................................................................................................................... 60 

5.4 Further research areas .................................................................................................................... 61 

5.5 Conclusion ....................................................................................................................................... 61 

Bibliography .......................................................................................................................................... 63 

APPENDIX A: PERMISSION LETTER .................................................................... 68 

APPENDIX B: INTERVIEW GUIDE ......................................................................... 69 

APPENDIX C: ETHICAL CLEARANCE LETTER ..................................................... 71 

APPENDIX D: CONSENT FORM AND ACCOMPANING LETTER ......................... 72 

APPENDIX E: LANGUAGE EDITING DECLARATION ............................................ 76 



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TABLE OF TABLES 
Table 2.1 Stakeholders’ communication in a project ................................................ 25 

Table 4.1 Theme 1. .................................................................................................. 42 

Table 4.2 Theme 2. .................................................................................................. 49 

Table 4.3 Theme 3. .................................................................................................. 54 

  
  



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LIST OF FIGURES 

Figure 2.1: Stakeholder management processes ..................................................... 15 

Figure 2.2: Internal and external stakeholders ......................................................... 17 

Figure 4.1 Gender .................................................................................................... 39 

Figure 4.2 Positions.................................................................................................. 40 

Figure 4.3 Employee experience .............................................................................. 40 

Figure 4.4 Educational levels of employees ............................................................. 41 

 
 

 

 



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CHAPTER 1: INTRODUCTION 

1.1 Introduction and Background 

A significant number of projects attribute their success to proper and top-notch 

stakeholder management; it is therefore important that any organisation, including 

Eskom, ensures that for every project that they do, all stakeholders are properly 

managed. This chapter introduces the topic, highlights the research background, 

problem statement and research objectives, and research questions, as well as the 

significance of the research. 

Projects are not performed in a vacuum, but within an organisation, within an 

industry, market, in communities and for customers or shareholders (Ahmed & 

Shepherd 2010:34). Heizer and Render (2010:109) define stakeholders as 

individuals or organisations (groups) that can influence the success or failure of a 

project or are affected by the success or failure of a project. 

Construction projects, by their diverse nature, have individuals and organisations 

actively involved in them, or whose interests may be affected positively or negatively 

by the project outcome (Gardiner, 2005:44). Studies have revealed that stakeholders 

can contribute to project success or failure (Newcombe, 2003:90). It is therefore 

imperative for management to consider the influence of its actions and decisions on 

stakeholders as the actions and decisions of stakeholders influence the project 

(Clements & Gido, 2012:113).  

It is in light of this discussion that this proposal aims to investigate the influence of 

stakeholder management on project success in Eskom Northern Cape Operating 

Units (NCOU) projects since the year 2000. Over the past two decades,  increasing 

research has been done into stakeholder management due to its positive influence 

on project delivery (Gracy & Larson, 2006:156). According to Schwalbe (2009:126), 

there are several, but no formal approaches to stakeholder management by the 

construction industry. Kaiser and Kaplan (2006:117) state that the cultures of a 

nation and the construction industry environment have an influence on the 

stakeholder management process and project outcome. Stakeholder management is 

essential to achieve stakeholder needs and satisfaction (Too & Weaver, 2014:178). 



2 
 

Studies have identified several approaches to stakeholder management processes 

(Gracy & Larson, 2006:13). 

Varying approaches of stakeholder management (SM) can partly be attributed to the 

different construction industry practices, culture, environment and historical 

developments. Grutter (2010:154) states that developed and developing nations 

follow different stakeholder theories and practices; this is because of the differing 

nature of challenges faced by management in the different locations (Fung, 

2017:29).  

Stakeholders are “people or organizations that are actively involved in the project, or 

whose interests may be positively or negatively affected by project” (Clements & 

Gido, 2012:18). According to Portny (2017:123), it is important that project managers 

understand the characteristics of and features of project stakeholder management to 

be able to identify and determine the stakeholder needs and expectations. In 

addition, Schwalbe (2017:112) reiterates that stakeholder management is about 

engaging, influencing and involving the stakeholders in the decision-making process.  

Eskom is South Africa’s electricity public utility; it is the largest producer of electricity 

in Africa. Since 2007, Eskom has been implementing load shedding due to failure in 

meeting the national demand for electricity. The lower supply of electricity has been 

due to plant breakdowns, coal shortages, employee strikes, and low capacity in aged 

plants. Consequently, the company has implemented a variety of projects to 

increase its capacity as well as ensure that all plants are fully maintained and 

operating at optimum levels. The Northern Cape Operating Unit (NCOU) is 

responsible for all the Eskom power plants in the Northern Cape, including 

Vanderkloof Hydroelectric Power Station, which generates a 240MW. In total, NCOU 

is responsible for operating 222 substations for Eskom. It is also responsible for the 

implementation of future Eskom electricity generation programs, which includes an 

installed capacity of 5MW in solar energy by the end of 2020 (Eskom, 2020:9).  

Eskom has not been engaging properly with its stakeholders and that has resulted in 

delays of project deliveries as well as work stoppages. In addition, this has caused 

social unrest among the citizens in the Northern Cape where residents of Dikgatlong 

Municipality, Barkley West Municipality, Delportshoop Municipality and Kimberley 

have been involved in various protests, which in turn are tarnishing the image of 



3 
 

Eskom (SABC Digital News, 2018; Sowetanlive, 2018). It is based on this 

background that the researcher seeks to investigate the influence of stakeholder 

management on project success in Eskom NCOU projects. 

1.2 Problem statement 

Eskom seeks to monitor and manage its stakeholders in all their projects. Proper 

monitoring of stakeholders leads to early conflict resolution and project success. 

Stakeholders of Eskom have a big stake in their projects and hence managing them 

ensures that the projects conform to their specific needs. 

The challenge at Eskom and its Northern Cape Operating unit is the lack of 

engagement and consultation of Eskom’s stakeholders and communities. This 

challenge is evidenced through problems of stakeholders who fail to execute their 

responsibilities, workers that go on strikes and communities that carry out protests 

against Eskom. Failure to address these problems through engagement will lead to 

delays in current and future project implementation, which will consequently affect 

Eskom’s ability to generate enough electricity for the Northern Cape and South 

Africa as a whole.  

1.3 Research objectives 

1.3.1 Primary research objective  

The primary research objective of this study is to investigate the influence of 

stakeholder management on project success in Eskom NCOU since the year 2000. 

1.3.2 Secondary research objectives 

The secondary research objectives of this study are to: 

• Explore the various role players on stakeholder management and project 

success;  

• Discuss the influence of stakeholder management on project success at 

Eskom NCOU;  

• Ascertain the influence of communication with stakeholders on the success of 

the Eskom NCOU core projects; and 



4 
 

• Recommend stakeholder management strategies for Eskom, Northern Cape 

to ensure project success. 

1.4 Research questions 

The research questions for this study are the following: 

• What influence does stakeholder management have on the success of 

projects? 

• What are the key role players in projects who have an impact on stakeholder 

management and project success? 

• What is the impact of stakeholder management on the success of projects at 

Eskom? 

• How does communication with stakeholders influence the success of the 

Eskom NCOU core projects? 

• What are the recommendations for improving stakeholder management 

practices at Eskom? 

1.5 Research methodology 

1.5.1 Research design 

Research methodology focuses on the collection and analysis of data from the 

primary research (Burns & Grove, 2015:119). The research methodology constitutes 

the research design, research strategy, sampling, research instruments, validity and 

reliability, data analysis, pilot study and ethical considerations. 

The research design is a method of collecting data that involves grouping together 

many components of research in a systematic manner with the purpose of 

addressing the research problem correctly (Butler, 2014:129). According to Cader 

(2016:123), examples of research design include causal-comparative, explanatory, 

correlational, descriptive and exploratory research.  



5 
 

a. Experimental studies 

Experimental studies refer to control-based studies where the researcher introduces 

the cause and records the change produced for the researcher to starts causes and 

waits to observe its effects (Kumar, 2014).  
b. Descriptive research 

Kowalczyk (2013:1) defines descriptive research as research as research to discover 

information and also give clarification. Descriptive research seeks to describe 

existing conditions without analysing relationships among variables. 

c. Explanatory research 

Heeks (2013:182) defines explanatory research as research to explain cause and 

effect. It focuses on a single area and seeks out details that explain said 

phenomenon. 

d. Exploratory research 

Kumar (2014) defines exploratory research as research that is done with the 

purposes of gathering descriptive information and answering questions like why a 

certain phenomenon exists. Exploratory research is unrestricted, interactive and 

open minded in nature. 

 

This research study adopted an exploratory research design, because the aim of the 

study is to explore how stakeholder management affects project success in Eskom 

NCOU projects. The study was centred on the various views of the stakeholders 

regarding the level of stakeholder engagement and how it has affected project 

success. 

 

Research philosophy “is the worldview that the researcher has in order to 

understand the nature of the problem philosophical” (De Vos, Fouche & Deport, 

2011:22). The research philosophy chosen for this study is phenomenology, 

described as a qualitative research approach philosophy. “The qualitative research 

approach looks deeper at the problem and allows engagement of participants and 

has a more profound analysis of the problem as it derives understanding form the set 

of experiences, views and beliefs of the participants” (Gray, 2014:53). The reason 

behind the choice of phenomenology philosophy for this research was because it 

allows for a deeper look at the subject from the participant’s point of view. 



6 
 

1.5.2 Sampling and target population  

Sampling strategy is a technique that breaks down the target population into a 

smaller number that is easy to manage (Burns & Grove, 2015:123). There are two 

types of sampling, namely probability and non-probability sampling. According to 

Coppersmith (2013:62), probability sampling gives everyone in the target population 

the same opportunities of being selected to participate in the research study. 

Examples of probability sampling include simple random, systematic, cluster and 

stratified random sampling. 

The target population can be defined as the total number of people in a research 

process where vital information will be gathered (Butler, 2014:76). The total number 

of Eskom employees in the Northern Cape is 655; of these 107 work within the 

assets creation department, who are responsible for handling Eskom projects on a 

daily basis. The 107 employees comprise 55 employees with 6 to 10 years’ 

experience (51%); 20 employees with more than 10 years’ experience (19%); and 32 

employees with 1 to 5 years’ experience (30%). A sample of 16 employees was 

chosen through stratified random based on years of experience. Thus, 8 participants 

with 6 to 10 years’ experience were selected; 3 with more than 10 years’ experience; 

and 5 with 1 to 5 years’ experience. 

1.5.3 Data collection 

The proposed study used semi-structured interviews to collect data. The reason for 

selecting semi-structured interviews is that they encouraged the collection of data 

about the point of views and experiences of the stakeholders involved with Eskom. 

The semi-structured interviews were administered by the researcher through an 

interview guide which questions were drafted based on the research questions.  

1.5.4 Data analysis 

Data analysis is an approach used to present, interpret and analyse data obtained 

from the primary research (Cader, 2016:117). The proposed study used thematic 

data analysis. According to Dawson (2015:63), thematic data analysis has the ability 

to interpret and analyse variables involved in the research. The research will 



7 
 

establish themes that enable the researcher to analyse findings in a logical way that 

answers research questions. 

1.5.5 Pilot study 

A pilot study is research carried out before the actual research study is done. It is 

conducted to verify the viability of the study and check whether there is a need to 

modify the research or not (Butler, 2014:32). The proposed study selected four 

Eskom employees to conduct the pilot study; these four employees were not 

included in the actual research. The pilot study was used to test the reliability of the 

questions in the interview in answering the research questions, thereby allowing the 

researcher to make necessary adjustments if needed before the full study. 

1.5.6 Ethical considerations 

The proposed study considers ethical principles in the research process. The ethical 

principles include no harm or injury to the research participants, permission, consent, 

confidentiality. In addition, the researcher obtained ethical clearance from the 

university. The Ethical clearance letter is attached in the Appendices, the Ethical 

clearance number is UFS-HSD 2020/0627/1307. 

1.5.6.1 No harm or injury 

Harm or injury happens when a research participant is hurt either emotionally and/or 

physically as a consequence of participating in the study (Cader, 2016:115). The 

proposed study tried to avoid harm and injury. Emotional harm was avoided by not 

using any offensive language that is racial, tribal and gender sensitive. 

1.5.6.2 Permission 

A written letter was submitted to Eskom, seeking permission for the research study 

to be conducted at the organisation.  

1.5.6.3 Informed consent 

Informed consent is a way in which participants are not coerced or forced to 

participate in the research process (Burns & Grove, 2015:62). The proposed study 

gave participants consent letters to sign to indicate that they participated out of their 



8 
 

own free will. The consent letters informed the participants of the research problem, 

research questions as well as how the research findings will be used. 

1.5.6.4 Confidentiality  

The records of all the participants were put in a locked safe place to ensure their 

confidentiality. The identity of participants was not requested in order to maintain 

confidentiality. A research report was written at the completion of the research in line 

with the stipulation by the University. The names and confidential information of the 

respondents will not be published to keep their identity unknown. 

1.5.7 Demarcation of field of study  

The focus of the study was to investigate the influence of stakeholder management 

on project success in Eskom NCOU projects since the year 2000. The study involved 

Eskom employees and the field of study of this research undertaking is project 

management.  

1.6 Significance of the study 

The study can be valuable to Eskom’s NCOU projects department as it reveals how 

the department can monitor and manage their stakeholders effectively in all their 

projects. The department will also be able to achieve project success based on 

effective management of key stakeholders and to conform to their specific needs. 

For employees, they will be in a position to appreciate the importance of stakeholder 

communication which will eliminate problems of stakeholder engagement, delays in 

current and future projects implementation. The economy as a whole can benefit 

from Eskom’s efficiency and effectiveness in provision of electricity for the Northern 

Cape and South Africa as a whole. For the academia, the study may add knowledge 

on ways of improving stakeholder management, which can be used in undertaking 

future studies.  

1.7 Outline of the study 

Chapter One: Introduction and problem statement. 

Chapter Two: Literature review.  



9 
 

Chapter Three: Research methodology.  

Chapter Four: Results, discussion and interpretation of findings.  

Chapter Five: Conclusions and Recommendations.  

1.8 Conclusion  

The above research proposal seeks to investigate the influence of stakeholder 

management on project success in Eskom NCOU projects. Management has the 

role of guiding organisations towards successful attainment of organisational goals; it 

is therefore important for them to understand the role that communication, 

engagement and stakeholder management plays in ensuring that projects are 

successful and organisational goals are achieved. The above proposal has detailed 

the research problem and questions, the literature on stakeholder management as 

well as the research methodologies shaping the proposed research on stakeholder 

management and project success.  



10 
 

CHAPTER 2: LITERATURE REVIEW 
2.1 Introduction 

The literature reviewed in this section defines and portrays the idea of stakeholder 

management influence and its contribution to project success. The research problem 

looks into the importance of managing project stakeholders to ensure that the project 

objectives are achieved despite varied stakeholder interference. This chapter 

considers issues to do with project stakeholder identification and the level of 

influence these stakeholders will have to the success of the project. It is critical to 

also examine the objectives of the identified stakeholders and how they will influence 

project. Communication plays a pivotal role; as such, the role of the communication 

process between critical stakeholders and project managers was put into 

perspective. Since project stakeholders have a significant influence on the entirety of 

any project, it is therefore vital to examine in detail the extent of their influence on 

projects. Accordingly, a short theory review on project strategy and its connection to 

project success follows.  

2.2 Definition of key terms 

2.2.1 Project 

A project can be described as a methodology utilised by an organisation to 

accomplish its key objective; the procedure could be recommended to have a 

beginning and an end date (Achterkamp & Vos, 2017:435). In addition, Barber and 

Warne (2015:1033) state that a project incorporates the use of “human and non-

human resources (for example people, equipment, money)”. Binder (2017:554) 

defines a project as a transitory undertaking attempted to make a unique product, 

service or result.  

Bourne and Walker (2015:650) distinguish the five attributes of a project as follows:  

• A set-up objective;  

• A predetermined life expectancy with start and end;  

• The participation of various offices and experts;  

• A task that has never been done; and  

• Defined time, cost and execution prerequisites.  



11 
 

Projects have various constraints, which include scope, cost, time, quality, risks and 

resources. Managing these constraints is one of the key difficulties project 

management intends to address. 

2.2.2 Stakeholder management 

Project stakeholders have been broadly examined in different project management 

works. Cleland and Gareis (2016:119) depict project stakeholders as individuals 

whose interests could influence the result of the task. Gido, James and Clements 

(2011:228) contend that although project stakeholders are a group of individuals who 

have different interests for a specific task; they are likewise intrigued by an effective 

result regardless of the degree of interest. The Project Management Institute (2018) 

defines a project stakeholder as an individual, group, organisation, who may affect, 

be affected by a decision, activity or outcome of a project undertaking. Internal 

stakeholders may include employees, management, project team members, and 

government and donor organisations. External stakeholders may include customers, 

beneficiaries, government, local authorities, parastatals, contractors and 

subcontractors. Hamilton (2014:178) proposes that stakeholder management 

manages the relationships between partners within project undertakings. This 

relationship must be created and organised to accomplish a fruitful result. Nicholas 

(2016:179) says stakeholder management is just simple persuasion of stakeholders 

by project managers. Harrington and McNellis (2016:443), as well as Jepson and 

Eskerod (2016:330) concur that stakeholders are comprised of more than one 

person, dealing with this relationship as depicted by Kerzner (2014:35) 

2.2.3 Project success  

Rodolfo (2018:4) defines a successful project as one that meets the defined 

objectives within its budget frames and scheduled times. However, project success 

for development projects can be seen as one that goes beyond meeting budgets and 

timeframes, they deliver benefits and meet the expectations of the stakeholders, 

beneficiaries and the donors. Rodolfo (2018:5) continues to say that project success 

can also be measured in terms of how effective or efficient they were. Effective 

projects are measured in terms of benefits and stakeholder satisfaction. Efficient 

ones depend on how the project manages the limited resources to meet the set 



12 
 

goals, whilst maintaining good relationship with both internal and external 

stakeholders. Lock (2017:301) supports the above saying project success entails the 

fulfilment of stakeholder needs estimated by the achievement criteria as 

distinguished and concurred at the beginning of the project. 

Koester (2014:177) proposed that a project is a success if the final product gives 

value to the customer and improves the livelihood of the consumers. Rodolfo 

(2018:4) postulates that it is important for success criteria to be defined correctly at 

the start of the project, this will enable an object evaluation at project completion. As 

such, he sets three basic levels of project success determination: 

• Level 1: Project Completion Success: This level sets the tone on the criteria 

used to determine the extent of the success of the project output. It deals with 

project constraints, scope, budget, schedule and quality. These criteria are 

limited to the duration of the project and success can be measured during and 

soon after project termination. 

• Level 2: Results Success: This sets the criteria by which the product or 

service is deemed a success or failure. These criteria are used once the 

product is delivered to the intended beneficiaries. They receive the final 

product, use it and give feed back to the project managers and stakeholders 

on the suitability of the product.  

• Level 3: Development Success: This determines the criteria by which a 

product or service brings value to the beneficiaries or stakeholders and how it 

contributes to their wellbeing in terms of things like health, social, and 

economic benefits. 

 

Conclusively, the criteria set apply to the electrical industry in the Northern Cape. 

Projects undertaken have budgets, scope and timeframes which relate to level 1. 

The electricity delivered is used by consumers, including locals, industry, 

metropolitans, government departments and communities and this answer to 

level 2. Finally, introduction of electricity to rural communities adds value and 

improves their wellbeing; hence is developmental. 



13 
 

2.3 Theoretical framework  

2.3.1 Stakeholder theory 

The stakeholder theory recommends the standards for overseeing stakeholders of 

an enterprise. It categorises stakeholders and what they may expect, it helps project 

managers to decide on the most proficient method to address these requirements 

(Ackermann & Eden, 2016:245). This theory tries to help enterprises to manage 

dynamic business conditions and unpredictable needs of different stakeholders of 

the company (Heeks, 2013:204). Young-Hoon (2015:130) further recommends that 

the level of influence of every stakeholder on the project should be surveyed.  

Ackerman and Eden (2016:248) note that the significance of stakeholders to 

organisational strategy and general organisational planning has to be valued. 

However, stakeholders’ consideration regarding performance has not been 

adequately done. In the public sector, it is fundamental that performance 

measurement is done and the outcomes be utilised for administrative purposes to 

enhance the rating of an enterprise. According to Binder (2017:322), organisational 

planning perceives that stakeholders influence the activities of an enterprise. The 

management is required to fuse stakeholders’ needs in business operations. The 

adoption of stakeholders’ approaches to strategic management should direct future 

decisions of the organisation.  

The stakeholder theory also stresses the importance of the connection between 

project managers and vital project stakeholders. In particular, management should 

comprehend that the achievement of projects can be affected incredibly by the 

involvement of different stakeholders. These stakeholders will be engaged, 

depending upon the relationship they have with the project management and not 

junior staff working on behalf of top management (Binder, 2017:323).  

2.3.2 Resource dependency theory  

The resource dependency theory points out that companies do not operate 

independently, as they depend on different factors/enterprises in the business 

environment. This dependence gives external elements an influence in controlling 

how an enterprise operates. This theory states that stakeholders that possess 

resources/assets required by an enterprise are viewed as significant. However, 



14 
 

Heeks (2013:211) argues that capacity does not exclusively show the significance of 

stakeholders. Authoritative theories see authentic stakeholders as those that truly 

count. The external environment should be surveyed in accordance with stakeholder 

desires and this be fused in business goals. In managing its stakeholders, project 

managers need to perceive that not all stakeholders’ needs will be met. Some 

decisions will bring about conflicts of interest and others may mean rearrangement of 

interests for a specific stakeholders’ group (Ackermann & Eden, 2016:251). 

2.4 An overview of the stakeholder management process  

Barber and Warne (2015:1040) affirm that the identification and analysis of the 

desires and objectives of a stakeholder help to decide the level of influence that they 

have on the project. In this regard, project managers should employ techniques that 

assess the level of the influence a stakeholder could have on an undertaking, 

instead of the effect of the project on the stakeholder or the stakeholders’ goals. On 

the other hand, Binder (2017:574) contends that the project supervisor and his team 

ought to facilitate a procedure that empowers stakeholders to recognise, negotiate 

and accomplish their targets through stakeholder empowerment and engagement.  

Following a broad survey of the literature, Bourne and Walker (2015:663) infer that 

the principle stakeholder management theory concerns two primary areas:  

• Identification of project stakeholders, assessing their interests and dedication, 

and deciding their potential effect on the project; and 

• An analysis of various kinds of stakeholder relationships, disclosing how 

stakeholders respond to the differences between the project goals against 

their goals, and defining procedures dependent on this analysis.  

The stakeholder management approach described in the PMBOK Guide (PMI, 

2013:114) appoints the systems associated with stakeholder management to the 

project management procedure groups as depicted in Figure 2.1. This structure 

classifies stakeholder analysis as systems under the process group identify 

stakeholders.  

 



15 
 

 

 Figure 2.1: Stakeholder management processes (Source: PMI, 2013:115)) 

As per the PMBOK Guide (PMI, 2013:116), stakeholder management incorporates 

forms required to accomplish the following:  

• Identify stakeholders;  

• Analyse stakeholder desires and their effect on the project; and  

• Develop powerful commitment systems that encourage stakeholder 

contribution in project decision making and execution.  

 

Furthermore, the PMBOK Guide (PMI, 2013:118) recommends that the focal point of 

stakeholder management should be on constant communication with project 

stakeholders.  

Cleland and Gareis (2016:130) define stakeholder management as the procedure of 

identification, analysis, decision-making, communication and all other sorts of 

exercises in terms of overseeing stakeholders. They classify stakeholder 

management activities into two interrelated sub-groups of stakeholder analysis and 

stakeholder engagement. Research by Gido et al. (2011:246), and Harrington and 

McNellis (2016:449) extensively concur that stakeholder analysis includes the 

following three stages:  



16 
 

• Identifying stakeholders including their interests;  

• Assessing stakeholders’ influence; and  

• Analysing the relationships of stakeholders.  

Similar to the PMBOK Guide (PMI, 2013:120), Gido et al. (2011:252) demonstrate 

that powerful communication among stakeholders is vital to the procedures 

associated with stakeholder engagement. Hamilton (2014:184) concludes that the 

inability to engage partners at the beginning of a project influences antagonistically 

on the robustness and quality of decisions.  

Stakeholder engagement is interconnected with stakeholder identification as well as 

stakeholder analysis processes, as certain stakeholder identification and analysis 

strategies require information that is determined from stakeholder engagement 

(Phillips, 2013:188). For instance, snowballing is a stakeholder engagement strategy 

utilised to include existing stakeholders in identifying other stakeholders and their 

inclinations (Harrington & McNellis, 2016:450). Stakeholder workshops can give 

significant information in respect of the connections between stakeholders. This 

information would then be used to assess these relationships and their effect on the 

project. The interrelationship between stakeholder identification, stakeholder 

engagement and stakeholder analysis shows the dynamic setup of the stakeholder 

management procedure (Jepson & Eskerod, 2016:336). 

2.4.1 Project stakeholder identification 

During a project’s lifecycle, various people or groups with explicit interests will be 

identified. The difficulty is to distinguish these project stakeholders and assess their 

needs and desires in connection to the goals of the project to determine which needs 

and desires will be fulfilled, and recognise which stakeholders can have an effect on 

the decisions of the project (Mesly, 2017:381).  

There are two perspectives with respect to the starting point for overseeing 

stakeholders. Nicholas (2016:620) suggests the starting point as distinguishing the 

suitable stakeholders followed by deciding the kind of their interest (classification). 

On the other hand, Perrin (2018:42) considers stakeholder classification as the 

starting point and then followed by identification advancing the idea that a job based 



17 
 

model ought to be lined up with the setting of the project. Project managers have the 

freedom to choose which criterion in distinguishing between stakeholders.  

PMI (2013:102) separates between factors that have effect on the project and which 

cannot be influenced by the project stakeholders, and those components that can be 

influenced by the project stakeholders. Phillips (2013:270) reasons that project 

stakeholders can only with significant effort influence general environmental 

variables (legal, economic, political and technological factors), and within the project 

environment recognises the external stakeholders as well as the internal 

stakeholders as shown in Figure 2.2. 

 
Figure 2.2: Internal and external stakeholders (Source: Stevens, 2012:621) 

Internal stakeholders are a group of individuals known as the most significant, 

because they are part of the project strategy. They are officially bound with the 

organisation, which execute the task, for instance through a business contract, 

hence they are hands on from the onset of the project until its termination. External 

stakeholders are individuals or groups who are not officially individuals from the 

organisation, which execute the task but have interests in what the internal 

stakeholders are doing. In any case, they can have a major significance or they can 

be very vital for the success of the task. Due to its determination, the group requires 

constant supervision of the project supervisor (Stevens, 2012:390). Wysocki 

(2013:365) singles out the two most significant stakeholders of each venture who are 

the producers of the project and customers. 



18 
 

2.4.2 Stakeholder analysis 

Achterkamp and Vos (2017:440) state that stakeholder analysis refers to the 

procedure whereby stakeholders are comprehended in terms of their power, role, 

authenticity, interest and capacity. Project managers should therefore be able ‘to 

foresee issues and solutions in an undertaking. As such, stakeholder analysis ought 

to happen when the team still has the opportunity and time for direction. Binder 

(2017:565) says stakeholder analysis compels project managers to possess 

committed logical and instinctive abilities to recognise stakeholders and work with 

them to comprehend their desires and influence upon project success. He further 

contends that this idea helps a procedure that maximises project stakeholder 

positive input, and subsequently limits any potential impeding information and its 

influence on a project.  

While researchers have contributed immensely on stakeholder analysis in project 

undertakings and conceptualisation, Bourne and Walker (2015:168) contend that 

partners are not normally overseen by project managers. However, what is overseen 

is the manner by which information is transmitted to stakeholders to empower them 

to take part in a venture. From a practical point of view, Cleland and Gareis 

(2016:123) note that since stakeholders can make or kill a task, their inclusion in the 

project is fundamental; yet the way to keeping them tuned in is to communicate 

continually. Gido et al. (2011:235) reason that for the management to be productive, 

it is significant for the project manager to comprehend the desires for all project 

stakeholders.  

2.5 The influence of stakeholder management on the success of projects  

Stakeholders certainly do have an influence on projects. According to Gido et al. 

(2011:259), stakeholders can have a negative effect on projects, which would show 

through the rise of issues and vulnerability of the project. This principally depends on 

their point of view and the perceived effects of the project on their interests. Jepson 

and Eskerod (2016:338) further highlight that these issues and vulnerability can lead 

to project failure, which is normally caused by provision of deficient resources, poor 

communication and changes to the extent of work. Nicholas (2016:632) says that 

project managers need to profit from the early stakeholder identification and 

management right at the beginning of a project and this will convert into great project 



19 
 

performance. Kerzner (2014:45) believes that project managers should be able to 

recognise critical stakeholders that can conversely affect a project. This will influence 

the management style; hence initiating being proactive versus being receptive and 

driven by crisis. In this instance, the project manager will proactively interface with 

the different systems trying to motivate stakeholders to follow objectives in a helpful 

way within the task team. 

2.5.1 Stakeholders’ involvement in project identification  

Project stakeholders are people or enterprises effectively engaged with a project or 

whose interests might be influenced, because of project execution or completion of a 

project and might as well have influence over the project’s outcome and objectives. 

Stakeholders benefit by having their desires comprehended and overseen through 

communication of suitable messages, as well as guaranteeing that the stakeholders 

comprehend what support they should give to the project. Stakeholders have a stake 

in the project’s outcome. This could be a right, an interest or an ownership. Rights 

can be moral or legal possession in a particular situation (Zandhuis & Newton, 

2014:176). 

Authentic and valid stakeholders should be identified, and their capacity and 

influence comprehended to deal with their potential influence on projects 

(Ackermann & Eden, 2016:198). The identification of project stakeholders is part of 

the project planning procedure, and comprises lifting people and groups considered 

in the project or affected by it, appropriate techniques would then be able to be 

defined and implemented to expand a stakeholder’s positive influence. This turns 

into a key risk issue for project directors. Inability to appropriate the association 

between the risk management and stakeholders, management has prompted 

innumerable project failures (Cleland & Gareis, 2016:233). Hamilton (2014:347) 

showed that stakeholder inclusion in electrical energy projects enabled projects to be 

driven in the right direction. All participants included in a project have an influence on 

the organisation and leads to the project’s prosperity. Stakeholders naturally have 

objectives and interests which they protect. As such, this helps to promote better 

decisions and development of apparatuses for data training which is essential for the 

project execution. The fundamental focus on the activities needs to be on supporting 

the implementation of projects instead of developing decision-making systems. 



20 
 

Information should be accessible to key stakeholders to assist with trade-offs (Barber 

& Warne, 2015:166). Project management aptitudes are significant, because they 

provide the will, the vitality and direction from the time the undertaking is conceived 

to the time the task is ended. Limited aptitudes render the recovery programme 

undirected, with less energy (Lock, 2017:172).  

2.5.2 Stakeholder involvement in project planning  

Stakeholder involvement in project planning exercises includes identification of the 

project’s goals, the detailing of the required project resources and their allotment, the 

determination of the strategies to be utilised to convey the project’s finished product, 

reacting to significant occasions and assessing activities and results. The 

advantages of stakeholders in the planning process decrease distrust of the 

undertaking procedure or result. It also increases commitment to the objectives of 

the project and elevated credibility of the venture’s outcome (Perrin, 2018:225).  

In this way, a connection between stakeholders’ involvement in project planning and 

their influence on the performance of the project was examined by Bourne and 

Walker (2015:540) in various projects. As indicated by their conclusion, stakeholder 

involvement has an effect on various project objectives, software project planning 

and resource designation decision and project execution. Mesly (2017:379) contends 

that stakeholder contribution in planning includes their inclusion in deciding how to 

plan, building up the scope statement, choosing the planning group, identifying 

expectations, making the work breakdown structure, recognising the activities 

required to finish those expectations, administering systems in their coherent 

sequence, assessing the activity resource requirements, developing schedules, risk 

planning, developing budgets and conventional endorsement to start work (Lock, 

2017:298). Moreover, processes, for example, planning for scope management and 

for communication, identifying roles and duties, figuring out what to buy for the 

project and holding a commencement meeting are commonly advisable. The most 

widely recognised instruments or procedures utilised in the stakeholder involvement 

in the planning stage are called the Project Plan and Milestones Reviews. 

Stakeholders are fully involved in the planning stage. At this level, the project 

authorities set up the project work plan, spending plan and opening a bank account 

for channelling project funds (Nicholas, 2016:173).  



21 
 

2.5.3 Stakeholder involvement in project implementation  

Management of projects is staggeringly challenging (Gido et al., 2011:76), coming 

from the unordinary issues and risks of the variety that customary techniques cannot 

process (Harrington & McNellis, 2016:88). This vulnerability and complexity identify 

with the characterising qualities of projects, namely long span, tremendous 

investment and numerous uncontrollable new factors (Jepson & Eskerod, 2016:452).  

The involvement of stakeholders in project implementation is a significant exercise in 

project management. The implementation of projects assists with organising 

individuals and different resources needed to carry out the project. According to 

Heeks (2013:212), stakeholder contribution in project implementation is required to 

change the planned goals and strategies of a project into efficient activities. This 

leads to designation of resources, productive use of these resources, and the 

proficient and viable conduct of particular assignments through well-coordinated 

resources and individuals to accomplish the objectives of the project.  

2.5.4 Stakeholder involvement in project monitoring  

It is vital for project managers to ensure that the project is on course and all the 

resources and budgetary allocations are adhered to. This impinges on the need to 

monitor the progress of the project continuously. However, projects may not 

progress as initially planned and may need a project path, time and budget 

alterations. It is therefore vital for the project managers to involve stakeholders in the 

monitoring process, as they need to be consulted on such issues. One approach to 

help fulfil stakeholder concerns and encourage openness is to include project-

influenced stakeholders in observing the execution of mitigation measures or other 

social and ecological programmes. Such inclusion, and the flow of information 

produced through this procedure, can likewise urge local stakeholders to have a 

higher level of responsibility regarding their environment and welfare in connection to 

the project, and to feel engaged and empowered that they can plan something 

practical for addressing issues that influence their lives. Participatory monitoring will 

additionally fortify associations between the project and project stakeholders 

(Zandhuis & Newton, 2014:139). 



22 
 

2.6 The opinions of various role players in projects about the relationship 
between stakeholder management and project success 

2.6.1 Stakeholder management in project success/failure  

Research on project failures in the electrical energy industry in both developing and 

developed nations exhibits a comparable pattern. For example, Koester (2014:80) 

highlights the generally horrible performance and low efficiency of energy companies 

working inside South Africa.  

Several research projects have been done in various industries in the field of 

assessing project success. However, a clear and unambiguous meaning of project 

success has not been acquired (Mesly, 2017:385). In the energy industry, specialists 

in the area of project success centre around two primary interrelated subjects; in 

particular project success criteria, as well as project success factors. Nicholas 

(2016:624) characterises project success criteria as the measure by which an 

undertaking will be decided as a success or failure. Project success factors are the 

elements that influence task execution. Customarily, the triple imperatives of time, 

cost and quality, depicted by PMI (2013:110) as “the iron triangle”, are the criteria 

used to gauge the success of a project in the energy industry. However, Perrin 

(2018:48) contends that the necessities and fulfilment of the project stakeholders are 

similarly significant in project success criteria. Especially the long-term success of 

significant electrical energy projects is controlled by the project stakeholders’ 

impression of the results accomplished, as opposed to the conveyance of the project 

as per the planned spending plan, timetable and details (Phillips, 2013:276). To add 

on, the study by Stevens (2012:395) perceives stakeholder satisfaction as the key 

project goal.  

Wysocki (2013:371) demonstrates that success criteria can be ordered into two 

primary groups:  

• Hard goals, which are quantifiable and tangible (for example criteria of time, 

cost, quality, environmental sustainability and, health and safety); and 

• Soft goals, which are subjective, less quantifiable and intangible (for example, 

effective communication, satisfaction and connections among stakeholders).  



23 
 

The project success factor of stakeholder management influences both the soft and 

hard success criteria. For example, an examination by Young-Hoon (2015:137) 

exhibits that an absence of commitment and poor communication between project 

stakeholders are two of the most basic elements causing delays in electrical energy 

projects. Besides, an investigation of cost overruns in electrical energy projects 

concluded that communication and coordination between all project stakeholders 

can significantly diminish the time and in general venture costs (Young-Hoon, 

2015:137). Given the increasing accentuation on stakeholder satisfaction as a vital 

project achievement basis and the potential for time and cost decreases, it is obvious 

that stakeholder management is viewed as a basic factor in the effective conveyance 

of electrical energy projects (Achterkamp & Vos, 2017:443).  

2.6.2 The significance of stakeholders in project management success 

According to Young-Hoon (2015:145), knowing what role stakeholders play in project 

management is significant. Most ventures include various stakeholders, and every 

one conceivably can accelerate, slow down or totally deter progress. Stakeholders 

may not be in the controlling position; however, they can be very helpful sponsors, 

advocates and specialists of change (Young-Hoon, 2015:145). Young-Hoon 

(2015:146) adds that it is essential to keep stakeholders happy. Frequently, the 

process of overseeing stakeholders is seen by project managers as a type of risk 

management. Keeping stakeholders happy and living up to their desires will 

decrease the danger of negative influences influencing the project.  

Achterkamp and Vos (2017:446) highlight that good stakeholder management will 

not just clear the way of potential hindrances; it will likewise support quick progress 

and eventually improve the nature of the outcomes delivered. It is not just an 

instance of keeping stakeholders happy; it is additionally about utilising their 

expertise, time and influence to assist with achieving objectives. The capacity to 

comprehend the significance of stakeholders in a project is apparently what isolates 

the best project managers from the normal performers. Barber and Warne 

(2015:1044) highlight the significance of stakeholders and their management in a 

project as follows:  



24 
 

2.6.2.1 Free resources 

Taking advantage of the knowledge and abilities of engaged stakeholders can give 

project managers access to a large pool of extra resources at no additional expense.  

2.6.2.2 Increased success perception 

Good stakeholder management throughout an undertaking should guarantee that 

stakeholders view the project in a positive way, regardless of the result. If 

stakeholders’ expectations are managed effectively over the project span, they are 

likely to see a project as a triumph than the individuals who have been disregarded. 

2.6.2.3 Smooth handover process 

It is simpler to hand over the expectations to somebody who has been completely 

mindful of the undertaking’s developments. Stakeholders who have been engaged 

viably will progressively be prepared to take the reins when a project ends. 

Stakeholder management bolsters fruitful project conveyance from various 

perspectives (Binder, 2017:579). However, it is not easy for project managers to 

keep each stakeholder engaged and informed in every case, especially in a situation 

where stakeholders are in several organisations and various areas. In these 

circumstances, project managers may decide to carry out online stakeholder 

management, utilising the most recent tools to keep the more extensive working 

community engaged with the progress of the project (Perrin, 2018:62). As stated by 

Bourne and Walker (2015:665), collaboration software is a compelling device for 

supporting stakeholder management on a wide range of activities, especially when 

there are challenges in uniting every one of the members for conference calls or 

meetings. Cleland and Gareis (2016:134) believe the creation of online interactive 

platforms creates the feeling of a community, because every stakeholder can make a 

simple public profile that incorporates a photograph, information about their company 

and contact details. Project managers would then be able to utilise the instrument for 

overseeing stakeholder engagement in any way they need to stay updated with the 

latest on progress, looking for input and feedback, and taking advantage of their 

extra resource base, when required (Harrington & McNellis, 2016:452). 



25 
 

2.7 The influence of communication with stakeholders on the success of 
projects 

2.7.1 Stakeholder communication in a project  

Communication with stakeholders is critical in any project undertaking. It is critical for 

project managers to open several channels of communication to ensure they rely on 

messages and get critical feedback to keep the project on course. Stevens 

(2012:403) expresses that there has been a principal shift in development and 

business thinking, which aims to move from being capital-focused to people-centred. 

This shift is founded on the requirement for an extreme move in emphasis from 

master or external experts to stakeholder engagement. The requirement for 

participatory methodologies is embodied in project management within the setting of 

property development projects (Wysocki, 2013:381). “Appropriately mandated, 

engaged, and informed”, project stakeholders can contribute to decisions that 

influence their needs in the project and have a basic influence in making a safely 

based feasible project conveyance (Young-Hoon, 2015:155). However, the key 

question is how stakeholders communicate in an undertaking to upgrade the 

accomplishment of a project. Table 2.1 gives a few answers regarding the kind of 

communication done by stakeholders and the influences that they have on the 

project.  

Table 2.1 Stakeholders’ communication in a project 

Participation typology  Some elements 

Passive communication Being told what will occur or has just occurred. Top-down 

information shared is for external experts only. 

Communication in 
information giving 

Answer questions presented by extractive analysts – utilising 

overviews, and so forth. Individuals unable to influence. 

Participation by 
consultation 

Consulted and external specialists listen to points of view. 

Typically externally characterised problems and solutions. 

Individuals not so much engaged with decision-making. 

Participation is done by consultation. 

Communication by 
material incentives 

Resource provision, for example labour. Minimal incentive to 

take part after the end of the motivator.  

Functional Group formation to meet foreordained goals. Normally done 



26 
 

communication after significant project decisions are made, accordingly, 

initially reliant on outsiders, however may become self-

subordinate, and empowering. Participation as organisation.  

Interactive 
communication 

Joint investigation to joint actions. Conceivable utilisation of 

new local organisations or fortification of existing ones. 

Empowering and enabling, so individuals have a stake in 

keeping up structures.  

Self-mobilisation Already enabled, take decisions free of external 

organisations. Might challenge existing unjust distribution of 

power and wealth. Participation as strengthening.  

 Source: (Harrington & McNellis, 2016:458)  

From Table 2.1, communication in the project environment fluctuates from passivity 

at one extreme, to self-mobilisation at the other. Generally, participation through 

communication needs to reinforce the capacity of individuals to acquire more 

obligations regarding the service that is provided to them. In any case, the idea of 

participation through communication is utilised to cover numerous activities, for 

example, budget setting; provision of labour, materials or money; inclusion in 

problem identification; project planning and execution; and partnership-related 

undertakings. Harrington and McNellis (2016:458) contend that this mirrors the 

numerous interests various individuals have regarding who participates, and the 

degree of participation engaged with the project. 

A large number of stakeholders may need to participate in the development of a 

project. These stakeholders can have alternate points of view and interests. 

Important issues may include gender differences in terms of the manner in which 

men and women use assets; equity to enhance service conditions, and their 

relations with the powerful and wealthy; leaders at individual, authoritative and group 

levels; and their association with the rest of the populace (Harrington & McNellis, 

2016:459). As Achterkamp and Vos (2017:449) contend, sharing through 

participation does not really mean participating in power. Participatory management 

styles give venture stakeholders a voice. For example, vocal master stakeholders 

may command discourses. Encounters have indicated that the more varied project 

stakeholders are, the more troublesome it is to include all individuals in the project’s 

decision making.  



27 
 

2.7.2 Influence of communication in a project 

According to Ackermann and Eden (2016:207), the success of a project relies upon 

effective communication. Improving communication maximises the achievement of a 

project and limits risks, which cause project failure. Furthermore, Binder (2017:270) 

states that if a project director can create effective communication with project 

stakeholders, this may mean more ventures for him/her and the project team. The 

influence of communication on the success of a project becomes evident through the 

different communication forums used by a project administrator for dispersal of 

crucial information. A legitimate communication plan should be set up from the 

beginning of a project (Cleland & Gareis, 2016:367). 

Project plans speak to the definite reasoning and refined understanding of the 

different project stakeholders. Yet, unless plans are communicated to every 

concerned individual, they remain something simply on paper Kerzner (2014:161). 

Strong communication and cooperation techniques guarantee that all project staff 

moves in the direction of normal set-down objectives with aggregate effort 

guaranteeing project success (Nicholas, 2016:217). With everyone in agreement, 

reactions from the project team members at different phases will be founded on a 

similar set of references. This guarantees a reduction of assumptions and 

misunderstandings that could affect the progress of the project. Any changes made 

to the project plan need to be communicated appropriately to all stakeholders for the 

project to progress seamlessly (Stevens, 2012:344).  

Status reports are another part of project communication that brings awareness to 

stakeholders concerned about the progress of the project. This encourages 

aggregate reasoning that can guarantee the accomplishment of the project. Status 

reports additionally help to concentrate on problem areas by making everybody 

mindful of them. The subsequent aggregate reasoning will at last lead to an 

agreement on answers for the problem areas (Phillips, 2013:120).  

2.8 Improving stakeholder management practices 

2.8.1 Developing project stakeholder management 



28 
 

Jepson and Eskerod (2016:337) show that customary management works include 

planning, organising, leading, and controlling. Management of stakeholders usually 

consists of overseeing stakeholder techniques where the executives incorporate 

these customary focus areas. Kerzner (2014:42) identifies potential development 

areas for management of stakeholders: 

• Plans and strategies  

• Visions and goals  

• Procedures and schedules  

• Evaluations  

• Tools and methodologies  

• Theories  

Koester (2014:184) and Lock (2017:313) refer to the following areas to improve the 

performance of a project: project vision, mission, and goals; project sponsorship; 

project planning; project particulars; conflict management; and resistance to change. 

The writers express that consistently communicating the vision with stakeholders 

guarantees the build-up of speed. Furthermore, having a suitable stakeholder 

management plan is fundamental for accomplishing consensus and blending 

conflicting voices, appropriate planning throughout the project.  

2.8.2 Stakeholder engagement  

Barber and Warne (2015:1053) emphasise the significance of stakeholder 

engagement in the stakeholder management process by incorporating the 

development of project stakeholder engagement techniques. Binder (2017:582) 

prescribes that the management of stakeholder engagement processes incorporates 

collaborating and communicating with stakeholders to live up to their needs and 

desires, tending to stakeholders’ issues and developing stakeholder association in 

project activities throughout the life cycle of the project (Binder, 2017:582). This 

methodology limits stakeholder opposition and altogether improves the probability of 

project achievement (Binder, 2017:583). Bourne and Walker (2015:668) contend that 

engagement methodologies need to be designed to compare to the project 

stakeholders’ desires and needs, as well as the stakeholders’ interests in the 

undertaking and level of help for the project. Moreover, the unique engagement 

technique formulated for each project stakeholder needs to incorporate the strategy, 



29 
 

recurrence and substance of communication from the project team throughout the 

life cycle of the project (Bourne & Walker, 2015:668).  

Previous investigations have recognised various techniques used for the stakeholder 

engagement process management. This procedure involves two concepts, namely 

holding and concession. Cleland and Gareis (2016:141) depict holding as sitting idle 

and observing existing projects, maintaining and strengthening the norm and 

guarding against process changes. The opposite of this system is concession, which 

is characterised as listening and respecting stakeholder requests (Jepson & 

Eskerod, 2016:340). Based on these investigations, Harrington and McNellis 

(2016:461) devise a list of four stakeholder engagement methodologies as follows:  

• Holding: Either battling against addressing a stakeholder’s problems or totally 

pulling back and disregarding the stakeholder; 

• Defence: Doing only the minimum lawfully required to address a stakeholder 

‘s issues;  

• Compromise: Negotiating with stakeholders and attempting to get a 

compromising arrangement; and 

• Concession: Implementing stakeholders’ necessities or respecting 

stakeholders’ requests.  

Stakeholder engagement is associated with the stakeholder identification and 

analysis processes and numerous stakeholder engagement strategies can be 

utilised during the stakeholder identification and analysis processes. According to 

Gido et al. (2011:260), various stakeholder engagement strategies are used by 

specialists in the electrical energy industry to ensure that projects succeed.  

2.8.3 Motivating project stakeholders 

Hamilton’s (2014:193) examination into organisational climate and project 

achievement uncovered that promoting an atmosphere that encouraged 

communication, individual contribution, and one which valued and regarded ideas 

yielded tremendous benefits. Hamilton (2014:193) expresses that “a supportive 

hierarchical environment is an important element in effective project results”. 

Harrington and McNellis’ (2016:464) examination into the relationship between the 



30 
 

project environments to project success upholds the conclusions of Kerzner 

(2014:48). Harrington and McNellis (2016:464) found that the success of a project 

relies upon the degree of interaction among the project team. This infers that general 

project stakeholder management and project success are improved through making 

both a project and an environment that supports project stakeholder needs. Project 

managers need to understand organisational and stakeholder elements and that 

powerful collaboration through systems administration and participation is a 

significant factor in deciding the accomplishment of a project. Lock (2017:321) sets 

forth the notion that stakeholders generally have plainly defined objectives, which 

serve to motivate through a feeling of achievement once the challenge of meeting 

those objectives is accomplished. These conclusions have a fundamental relation 

with the theory of motivation (Koester, 2014:110; Mesly, 2017:394). Nicholas 

(2016:636) portrays prior motivation theories as including Maslow’s hierarchy of 

needs and Herzberg’s two-factor theory, with contemporary theories of motivation, 

including McClelland’s needs theory.  

From the point of view of project stakeholder management, creating the correct 

degrees of motivation in the project environment can eventually prompt increased 

project performance and success. Stevens (2012:409) expresses that “motivation is 

the main thrust that supports people in their endeavours to arrive at project goals”.  

2.9 Conclusion 

This chapter has discussed the key issues in project management as perceived by 

various scholars. These incorporated the general acknowledgment that project 

stakeholder management can influence the success of a project; subsequently, the 

significance of identifying and classifying stakeholders; the elements of project 

stakeholder management and the influence of project stakeholder on project 

strategy; and the connection between motivation levels and stakeholder 

management and project success. These constructs are investigated within the 

setting of the electrical energy industry. The purpose of the literature review was to 

identify the influence of stakeholder management and its contribution on project 

success. The key findings show that effective stakeholder management is a 

fundamental factor in the success of a project. In particular, stakeholder 

management has a vital role in the accomplishment of both hard (e.g. cost) and soft 



31 
 

project success criteria (e.g. stakeholder satisfaction). Secondly, adopting an 

appropriate stakeholder management strategy helps with delivering successful 

projects.   



32 
 

CHAPTER 3: RESEARCH METHODOLOGY 

3.1 Introduction  

This chapter discusses the research methodology, followed by the study. Research 

methodology focuses on the collection and analysis of data from the primary 

research (Burns & Grove, 2015:119). The research methodology constitutes the 

research design, research strategy, sampling, research instruments, validity and 

reliability, data analysis, pilot study and ethical considerations.  

3.2 Research design  

The research design is a method of collecting data that involves grouping together 

many components of research in a systematic manner with the purpose of correctly 

addressing the research problem (Butler, 2014:129). According to Cader (2016:123), 

examples of research design include causal-comparative, explanatory, correlational, 

descriptive and exploratory research.  

• Causal comparative design – this design is control based. The researcher 

introduces the cause or variable and records the change; that is, the 

researcher starts with the cause and waits to observe effects (Kumar, 2014).  

• Descriptive research – Kowalczyk (2013:1) defines it as research to discover 

information and existing conditions without analysing relationships among 

variables. 

• Explanatory research – Phillips (2013) defines explanatory research as one 

that tries to explain cause and effect. It focuses on a single area and seeks 

out details that explain said phenomenon. 

• Exploratory research – Kumar (2014) defines exploratory research as 

research done with the purposes of gathering descriptive information and 

answering question like why a certain phenomenon exists. Exploratory 

research is unrestricted, interactive and open minded in nature. 

This research adopted an exploratory research design. This is because the aim of 

the study is to explore how stakeholder management has affected project success. 

Thus, exploratory design was more ideal considering that the study is the first of its 

kind for Eskom Northern Cape NCOU projects. 



33 
 

3.3 Research philosophy  

Research philosophy is the worldview that the researcher has in order to understand 

the nature of the problem philosophical (De Vos, Fouche & Deport, 2011:22). There 

are two main philosophies that can be adopted when undertaking research.  

 

The first is positivist philosophy which advocates for measurements, facts and use of 

statistics in understanding the world (De Vos et al., 2011:22). This philosophy 

supports quantitative approach to research, which entails the use of quantitative 

data. This makes the approach to be viewed as reliable. The second philosophy is 

phenomenology based on the use of social constructs, such as human opinions and 

attitudes as well as behaviour in understanding the surrounding world (Gray, 

2014:53). This philosophy supports the qualitative research approach. It is based on 

use of non-quantitative data, although it is considered as subjective.  

 

The study adopted a phenomenological philosophy and qualitative approach. 

Qualitative research looks deeper at the research problem and has a more profound 

analysis of the problem as it derives understanding from the set of experiences, 

views and beliefs of the participants (Gray, 2014:53). The qualitative approach is 

ideal, as the study is centred on the various views of the stakeholders regarding the 

level of stakeholder engagement and how these have affected project success. 

Thus, the qualitative approach was employed to explore the case for Eskom 

Northern Cape NCOU projects.  

3.4 Research strategy 

The research strategy should agree with the research approach (Coppersmith, 

2013:60). As mentioned previously, the qualitative approach, based on 

phenomenological philosophy was employed. The research strategies consistent 

with qualitative approach include case study, ethnography and grounded theory 

(Gray, 2014:60). The current study employed the case study approach, as it seeks to 

narrow down to Northern Cape operating units (NCOU) projects. The justification is 

that a case study ensures full investigation by focusing on specific cases (Gray, 

2014:60).  



34 
 

3.5 Sampling design  

3.5.1 Target population 

The target population can be defined as the total number of people in a research 

process where vital information will be gathered (Butler, 2014:76). The target 

population was 107 Eskom employees who work within the assets creation 

department, which is responsible for handling Eskom projects on a daily basis in the 

Northern Cape. 

3.5.2 Sampling  

Sampling strategy is a technique that breaks down the target population into a 

smaller number that is easy to manage (Burns & Grove, 2015:123). There are two 

types of sampling, namely probability and non-probability sampling.  

According to Coppersmith (2013:62), probability sampling gives everyone in the 

target population the same opportunities of being selected to participate in the 

research study. Examples of probability sampling include simple random, systematic, 

cluster and stratified random sampling. 

• Simple random – random sampling represents a haphazard selection of 

participants to give them equal chances of selection (Punch, 2013:30). 

• Systematic – systematic techniques follow a pattern in choosing participants, 

for instance, the second participant from last selected (Punch, 2013:30). 

• Cluster – cluster sampling involves formation of categories that result in an 

unbiased representation of an entire population (Saunders, Lewis & Thornhill, 

2016:88). 

• Stratified – stratified sampling entails the formation of subsets representing 

common target population attributes (Saunders et al., 2016:88). 

Non-probability sampling is based on selecting participants based on certain criteria 

that do not result in fair representation (Punch, 2013:30). Techniques under non-

probability are judgemental, quota and convenience.  

• Judgemental sampling is based on use of researcher judgement (Punch, 

2013:30). 



35 
 

• Convenience – the techniques seeks to choose closer participants and those 

that are available (Saunders et al., 2016:88). 

• Quota – the technique is applied where the target population is big and the 

research seeks to ensure representative sample (Punch, 2013:30).  

The sample comprises 16 employees selected through judgemental sampling. The 

rational was to include members based on years of experience.  

3.5.3 Recruitment of participants 

The sample comprises eight participants with 6 to 10 years’ experience; three with 

more than 10 years’ experience; and five with 1 to 5 years’ experience. The 

researcher targeted staff from the assets creation department, which is responsible 

for handling Eskom projects in the Northern Cape on a daily basis. The researcher 

received permission from the head of the department, following approval by 

authorities. The number of years of members was requested from Eskom’s assets 

creation department to enable the use of judgemental sampling. In addition, emails 

of selected members were obtained from the selected members for planning and 

updating purposes. These were used to contact the participants, ask for their 

consent and made appointments about where and when the interviews would be 

conducted.  

3.6 Data collection 

The proposed study used semi-structured interviews to collect data. Semi-structured 

interviews involve discussions steered by the researcher based on a chosen topic 

(Dawson, 2015:62). The method leaves room for other questions that could emerge. 

The reason for selecting semi-structured interviews is that they encourage the 

collection of data about the views and experiences of the stakeholders involved with 

Eskom.  

The semi-structured interviews were administered by the researcher through 

Microsoft teams and telephonically. This has been necessitated so as to prevent the 

risk of COVID-19 by ensuring social distancing and hygiene considerations.  



36 
 

3.7 Data analysis 

Data analysis is an approach that is used to present, interpret and analyse data 

obtained from the primary research (Cader, 2016:117). The study used thematic 

data analysis. According to Dawson (2015:63), thematic data analysis has the ability 

to interpret and analyse variables involved in the research. It focuses on classifying 

data based on themes. The rationale for the use of thematic analysis is that it helps 

to establish themes that enable the researcher to analyse findings in a logical way 

that answers research questions. The findings were presented through narrations.  

3.8 Trustworthiness 

The study observed credibility, confirmability, transferability and dependability.  

• Credibility – the study investigated practical problems related to Eskom NCOU 

projects, which warrants credibility.  

• Transferability – this relates to the use of findings for similar situations 

(Zikmund, 2018:55). The use of structured approach will lead to transferability.  

• Dependability – in the view of Fowler (2012:96), dependability is study 

reliability. The observation of ethics and professionalism made the study 

dependable.  

• Confirmability – according to Zikmund (2018:55), confirmability is when the 

study is corroborated by past studies. A review of past studies will ensure 

research confirmability. 

3.9 Ethical considerations 

The study considered ethical principles in the research process. The ethical 

principles include no harm or injury to the research participants, permission, consent, 

confidentiality. In addition to below principles, ethical clearance was obtained from 

the University (Ethical clearance number: UFS-HSD 2020/0627/1307). 

3.9.1 No harm or injury 

Harm or injury is when a research participant is hurt either emotionally and/or 

physically as a consequence of participating in the study (Cader, 2016:115). No 

harm or injury was experienced relating to this study. The study did not use any 



37 
 

offensive language that is racial, tribal and gender sensitive, to mitigate any 

emotional harm. All respondents were treated equally with respect and dignity and 

their wishes were respected. No physical contact was possible due to the COVID-19 

pandemic guidelines, which limit movement and encourage social distancing. 

3.9.2 Permission 

A written letter was submitted to Eskom to seek permission for the research study. 

Correspondence with the management was done via email and a signed copy was 

produced as evidence that permission has been granted. 

3.9.3 Informed consent 

Informed consent is a way in which participants are not coerced or forced to 

participate in the research process (Burns & Grove, 2015:62). The study gave 

participants consent letters to sign so that they could confirm participation out of their 

own free will. The consent letters informed the participants of the research problem, 

research questions as well as how the research findings were used and published. 

Participants were informed that a detailed report of the findings would be published 

through the University and will be used for academic purposes. Their identity will 

remain confidential as no names will be published. 

3.9.4 Confidentiality 

Burns and Grove (2015:62) advocate the privacy of the research inputs and 

participants. The records of all the participants will be locked in safe place to ensure 

their confidentiality in line with the guides outlined by the University. The identity of 

participants was not requested in order to maintain privacy and they will remain 

anonymous. 

3.9.5 Conflict of interest 

The researcher is an employee of Eskom and conducted a research in the same 

company. Some valuable work time was taken from the company during the 

research. Senior management was notified on the days the research was 

undertaken. Discussions were limited to the project and did not go beyond the scope 



38 
 

of the project. The interview guide was used to ensure the discussions remained on 

track. 

3.10 Limitations  

The focus of the study was to investigate the influence of stakeholder management 

on project success in Eskom NCOU projects. The study only involved 16 Eskom 

employees who work with project management. However, interviews were used to 

collect data.   

3.12 Conclusion 

The chapter discussed the research methodology, followed by the study. The 

sections included in the chapter were research design, research philosophy, 

research strategy and sampling design. The chapter further discusses data collection 

instrument, data analysis procedure, ensuring trustworthiness and ethical 

considerations. The next chapter will present the results, discussion and 

interpretation of the findings. 

 

  



39 
 

CHAPTER 4: DATA PRESENTATION AND ANALYSIS 

4.1 Introduction  

This chapter will focus on the presentation and interpretation of the research 

findings. Sixteen participants were interviewed and raw data were collected for the 

purposes of this research. The findings from the participants were thematically 

analysed to ensure similar responses were treated accordingly. This processed data 

were presented using charts, tables and graphs to illustrate meaning and 

relationships. Explanations were given to ensure that readers understood the 

research findings.  

4.2 Participants’ demographic features 

The researcher obtained the demographic data from the participants. This was 

important for the researcher to have a basic understanding of the participants.  

 

Figure 4.1 Gender 

Figure 4.1 shows the gender distribution of the participants. Ten participants were 

males and six were women. This represented 62% for males and 38% for females.  

 

Female (6)
38%

Male(10)
62%

0%0%

Gender

Female (6) Male(10)



40 
 

4.2.1 Positions in the work environment 

 

Figure 4.2 Positions 

They were asked about their current positions at work. Figure 4.2 summarises the 

findings. 50% (eight) of the participants were general workers, 31% (five) were 

supervisors, whilst 19% (three) were managers. This, tallies with normal work theory 

where few people occupy top positions. 

4.2.2 Working experience 

 

Figure 4.3 Experience of employees  

Employees( 8)
50%

Supervisors(5)
31%

Managers (3)
19%

The  positions 

Employees( 8) Supervisors(5) Managers (3)

5

8

3

0

2

4

6

8

10

1 to 5 6 to 10 Above 10

N
um

be
r o

f P
eo

pl
e

Years of Experience

Experience in Years



41 
 

Figure 4.3 above summarises the working experience of the participants in the study. 

These experiences consist of the number of years they were working in projects 

directly involving Eskom. Five of the respondents had fewer than five years’ 

experience; three had between more than ten years’ experience; and the majority 

had been between 6 to 10 years in the service of Eskom. The years of experience of 

the participants suggest that they had valuable knowledge that could be of value in 

the study, as they were all directly involved in Eskom projects. 

4.2.3 Educational level 

 

Figure 4.4 Educational levels of employees  

The participants were asked about their levels of education. Figure 4.4 represents 

the findings. The majority of the participants (seven) were holders of a National 

Diploma from recognised institutions. Five participants were holders of a Bachelor of 

Technology degree and the remaining four were holders of Bachelor’s degrees. In 

this respect, all the participants have the requisite education and qualifications 

suitable for their jobs.  

4.3 Stakeholder management and project success  

This section will explore the responses from the participants in an effort to uncover 

the role played by the stakeholder management to ensure that the project succeeds. 

Degree; (4)

B.Tech; (5)

N.Diploma; (7)

, 0%
Education level

N.Diploma (7) B. Tech(5) Degrees(4)



42 
 

The responses were grouped under various themes that were identified by the 

researcher. Table 4.1 below shows the findings of the research.  

Table 4.1 Theme 1 

Theme Category Code  

The various role players Stakeholder manageme