Making sense of stakeholder values emergence

Abstract

Relatively little is known about how the concept of sensemaking is triggered by knowledge of human values during the multi-stakeholder decision-making process of construction projects. The emergent, complex and dynamic nature of a cultural value and values system is modelled on a longitudinal case study to demonstrate stakeholders' unique perceptions. Empirical data were gathered through action research and the 'value in design' method were used to structure stakeholder dialogues at three interventions in the briefing and design stages of a new primary school project over a two-year period. A universal theory of human values was subsequently used to theoretically triangulate and postulate on the emergence of unique stakeholder values. The findings contribute new insights into the complex and emerging interrelationship between stakeholder value and values systems. It provides a dynamic perspective of a project culture and illustrates the role of universal values in supporting sensemaking.

Keywords:

• Emergence
• project
• sensemaking
• stakeholders
• value
• values

Acknowledgements

The ‘Managing Value Delivery in Design’ study was undertaken at Loughborough University, UK. The work was conducted in the Innovative Manufacturing and Construction Research Centre. The authors acknowledge the extensive support of the Department of Civil and Building Engineering at Loughborough University, AMEC, Arup, BAA, Broadgate Estates Limited, CABE, CIBSE, Constructing Excellence, Davis Langdon LLP, Manchester City Council, Sheppard Robson and the RICS Research Foundation. Key findings were launched to the industry in July 2005 and are available at www.valueindesign.com. The principles have been deployed in industry and developed through ongoing research. The opportunity presented as part of the Economic and Social Research Council (ESRC) culture perspectives and projects series and the keynote presentation made by Professor Simon Austin to raise the issue of ‘stakeholders achieving value on projects’ are also acknowledged.

Funding

This work was funded by the Engineering and Physical Sciences Research Council (EPSRC) [grant number GR/R64490/01] and the Department of Trade and Industry (DTI) [grant number 39/12/16 cc2323].

Supplemental data

Supplemental data for this article can be accessed here. [http://dx.doi.org/10.1080/21573727.2014.940895]