Modeling Stakeholder Resilience in Relationship Management in a Changing Environment of Megaprojects
针对大型项目环境变化中利益相关者关系冲突，构建了从测量、分析到管理的韧性模型，通过NK模型和网络模型分析动态互动，并以港珠澳大桥项目验证了包含四个韧性区域的韧性地图。
Given the importance of sustaining collaborative stakeholder relationships from the conflicts in a changing environment of megaprojects, this research develops a model to systematically analyze stakeholder resilience in relationship management from measurement, analysis, and management perspectives. Through the NK model, dynamic stakeholder interactions can be accurately illustrated, and the network model provides a useful way to evaluate complex stakeholder structures. Then, stakeholder resilience is analyzed in two dimensions, namely, stakeholder issue vulnerabilities and stakeholder capabilities, and the evolutions of these dimensions are considered. Afterward, a stakeholder resilience map (including four resilient zones: dangerous, challenging, vigilant, and safe) is developed and validated using the Hong Kong–Zhuhai–Macao Bridge (HZMB) project. The critical stakeholder issue vulnerabilities and stakeholder capability limitations in relationship management at each project phase of megaprojects are also identified. This study provides an evidence-based practical approach to evaluate stakeholder resilience in relationship management in megaprojects. It extends resilience theory in project management at organizational levels while effectively bridging stakeholder and relationship management concepts.