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Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations

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Listed:
  • Renata Brajer-Marczak

    (Department of Economics and Organization of Enterprise, Faculty of Management, Wroclaw University of Economics and Business, Komandorska St. 118/120, 53-345 Wroclaw, Poland)

  • Anna Marciszewska

    (Department of Economics and Organization of Enterprise, Faculty of Management, Wroclaw University of Economics and Business, Komandorska St. 118/120, 53-345 Wroclaw, Poland)

  • Michał Nadolny

    (Department of Process Management, Faculty of Management, Wroclaw University of Economics and Business, Komandorska St. 118/120, 53-345 Wroclaw, Poland)

Abstract

The article concerns the impact of stakeholders on project management in non-profit organizations. This issue was presented from the perspective of the organization’s project management maturity. It seems that this issue has not yet been adequately researched by scientists. Contribution was made to the theory of project management by highlighting the need to adjust the level of project management maturity and stakeholder management maturity, and by recommending areas for further research. It has been noted that stakeholder management and risk assessment are just as important as the issues of financing projects and planning their purpose, scope and selection of project teams. The conclusions were based on the analysis of the results of empirical research. The empirical material came from a study based on a sample of 93 non-profit organizations operating in Poland.

Suggested Citation

  • Renata Brajer-Marczak & Anna Marciszewska & Michał Nadolny, 2021. "Selected Determinants of Stakeholder Influence on Project Management in Non-Profit Organizations," Sustainability, MDPI, vol. 13(16), pages 1-19, August.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:16:p:8899-:d:611073
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    References listed on IDEAS

    as
    1. Aimee L. Franklin, 2020. "Stakeholder Engagement," Springer Books, Springer, number 978-3-030-47519-2, September.
    2. Laurie S. Kirsch, 1997. "Portfolios of Control Modes and IS Project Management," Information Systems Research, INFORMS, vol. 8(3), pages 215-239, September.
    3. Francesco Perrini & Antonio Tencati, 2006. "Sustainability and stakeholder management: the need for new corporate performance evaluation and reporting systems," Business Strategy and the Environment, Wiley Blackwell, vol. 15(5), pages 296-308, September.
    4. Prokopy, Linda Stalker, 2005. "The relationship between participation and project outcomes: Evidence from rural water supply projects in India," World Development, Elsevier, vol. 33(11), pages 1801-1819, November.
    5. Emil CRIȘAN & Mădălina DAN, 2018. "Consumer Ethnocentrism: Revenue Diversification Strategiesfor Non-Governmental Organizations," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 19(1), pages 31-39, March.
    6. Steve Rowlinson & Yan Ki Fiona Cheung, 2008. "Stakeholder management through empowerment: modelling project success," Construction Management and Economics, Taylor & Francis Journals, vol. 26(6), pages 611-623.
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