Another conflict that was found to cause poor stakeholder identification was conflicting stakeholder interests and personal career advancement between the stakeholders and project managers (Hill & Jones, 1992; Tashman & Raelin, 2013; Allen, Alleyne, Farmer, McRae, & Turner, 2014). Ideally, the relationship between the project manager and stakeholder should be a partnership not a conflicting relationship (Allen, Alleyne, Farmer, McRae, & Turner, 2014). Managers have the ability to influence and increase stakeholders’ value by managing how a company treats its stakeholders (Harrison, Bosse, & Phillips, 2010). When the management within a company does not identify all of the stakeholders, because of conflicts such as differing opinions about project prioritizes or personal career advancement the company’s financial and social responsibilities can suffer because stakeholders tend to implement withholding strategies to undermine managerial decisions (Tashman & Raelin, 2013). Withholding strategies occur when a stakeholder stops providing a resource, product, or service to the company with hopes that it …show more content…
Most of the studies in stakeholder literature focus on stakeholder management in the organizational and project management areas; however, despite the difficulty and importance of identifying stakeholders (Pacheco & Garcia, 2012; Turner & Zolin, 2012; Vos & Achterkamp, 2006), little research has been on how to identify stakeholders (Salado & Nilchiani, 2013). Pacheco and Garcia (2012) argue that there are too many definitions for the term stakeholder, which are being generically used in disciplines/industries in which they were not originally intended for. Very few stakeholder identification techniques, such as stakeholder analysis and expert judgment, exist and when they are used, they are commonly based on Freeman (1984), Olander (2007), definitions of the term stakeholder (Turner & Zolin, 2012). This is problematic because the authors of these multiple definitions describe stakeholders from their research perspectives, which may not apply equally to different fields of study (Turner & Zolin, 2012). The definitions of stakeholder need to be domain specific as opposed to universal (Vos & Achterkamp, 2006; Liu & Seddon, 2009; Doh & Quigley, 2014). This study, will address this gap by informing an industry specific definition, which can be used by project managers in the aerospace industry. By having a domain specific definition, aerospace project managers will be able to better utilize the identification techniques, such as