Exploring the role of traditional authorities in managing the public as stakeholders on PPP projects: a case study

• Published in: International journal of construction management Vol. 20; no. 6; pp. 628 - 641
• Main Authors: Dansoh, Ayirebi, Frimpong, Samuel, Ampratwum, Godslove, Dennis Oppong, Goodenough, Osei-Kyei, Robert
• Format: Journal Article
• Language: English
• Published: Taylor & Francis 01-11-2020
• Subjects: case study; chieftaincy; Ghana; infrastructure; Public-Private Partnerships (PPP); stakeholder management; traditional authority
• ISSN: 1562-3599; 2331-2327
• DOI: 10.1080/15623599.2020.1725722

Previous research indicates that involving representatives of the public in stakeholder management increases the likelihood of obtaining successful outcomes when managing the public as stakeholders on PPP projects. Relatively little is however known about the exact roles played by traditional authorities, who are powerful public representatives and significantly influence the public and the stakeholder management process on PPP projects worldwide. A case study of a PPP was conducted to explore this question. Through a thematic analysis of data collected from multiple sources, four main roles of traditional authorities were identified: mediation; project monitoring; community representation; and custody management of community culture and physical resources. These roles and their associated outcomes make traditional authorities a crucial link between project executors and the public during stakeholder management. This study provides a step towards developing strategies for collaborating with traditional authorities for better stakeholder management of the public on PPP projects.