Moderating Role of Stakeholders Attributes on Implementation of Rural Electrification Projects in Kenya

Enock Kiage Nyaboga; Prof. Iravo Mike Amuhaya; Dr. Muchelule Yusuf Wanjala

Moderating Role of Stakeholders Attributes on Implementation of Rural Electrification Projects in Kenya

Enock Kiage Nyaboga * §

Contact

Prof. Iravo Mike Amuhaya

Contact

Dr. Muchelule Yusuf Wanjala

Contact

Jomo Kenyatta University of Agriculture and Technolo...

Moderating Role of Stakeholders Attributes on Implementation of Rural Electrification Projects in Kenya

Article Fingerprint

ReserarchID

MBR5X61N

Moderating Role of Stakeholders Attributes on Implementation of Rural Electrification Projects in Kenya Banner

AI TAKEAWAY

Connecting with the Eternal Ground

Abstract

Stakeholders strongly influence the outcome of projects especially in complex projects with heterogeneous stakeholders, thus understanding their influence is essential to ensure project success and attainment of objectives. The benefits of rural electrification range from lighting, access to information, improved study environment for school children as well as improved businesses which in turn create employment opportunities and contribute to development and poverty reduction. This study sought to examine the role of stakeholders in the implementation of rural electrification projects in Kenya. The study focused on project risk management, planning, leadership, monitoring, and control roles with a moderating role of stakeholders’ attributes in the implementation of rural electrification projects in Kenya. The research targeted rural electrification projects implemented by the Kenya government in public primary school. The key respondents of the study were project managers of all the implemented projects.

References

54 Cites in Article

Reference Format

K Aaltonen (2010). Stakeholder Management in International Projects.
Michael Addy,Emmanuel Adinyira,Florence Dadzoe,Desmond Opoku (2012). The Market for Green Buildings in Sub-Saharan Africa: Experts Perspective on the Economic Benefits in Ghana.
H Albert (2004). Part 3: Project management procedures.
Vittal Anantatmula (2010). Project Manager Leadership Role in Improving Project Performance.
Lynda Bourne,Derek Walker (2006). Visualizing Stakeholder Influence — Two Australian Examples.
A Ceric (2003). A Framework for Process-Driven Risk Management in Construction Projects.
Y Chang (2013). Performance measurement and adoption of balanced scorecards: a survey of municipal governments in the USA and Canada.
D Cleland (2006). Project management: Strategic design and implementation.
D Cleland (1986). Project stakeholder management.
D Cooper,P Schindler (2011). Book Reviews : COMPUTER AIDED DESIGN IN MECHANICAL EMGINEERING V. Ramamurti Tata Mc-Graw-HIII Publishing Co., Ltd. New Delhi, India 1987, 284 pp.
(2004). COSO ERM Framework.
J Creswell (2012). Research Design: Qualitative, Quantitative, and Mixed Methods.
(2013). Reilly, Mary Margaret, (born 22 May 1953), Partner, Deloitte (formerly Deloitte & Touche) LLP, 1987–2013.
K Donald,L Delno (2006). Proposal and Thesis Writing; An Introduction.
Thomas Donaldson,Lee Preston (2009). The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications.
Dov Dvir,Tzvi Raz,Aaron Shenhar (2003). An empirical analysis of the relationship between project planning and project success.
Dov Dvir,Arik Sadeh,Ayala Malach-Pines (2006). Projects and Project Managers: The Relationship between Project Managers' Personality, Project Types, and Project Success.
G Flanagan,U Norman (2003). Assessment and Control of Project Risks.
J Fraenkel,N Wallen (2002). How to design and evaluate research in education.
R Freeman (2015). A Stakeholder Theory of the Modern Corporation.
B Hebert (2002). Tracking progress: More companies are recognizing the value of project management as part of their overall strategy particularly in times of change.
C Jäger (2008). Incentives in Economic Thought.
K Jugdev,R Müller (2005). A Retrospective Look At Our Evolving Understanding of Project Success.
J Kariuki (2015). Project manager's leadership style, teamwork, project characteristics, and their 25.
Anne Keegan,Deanne Den Hartog (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers.
H Kezner (2009). Project Management -A Systems Approach to Planning,Scheduling,and Controlling.
Grant Kululanga,Witness Kuotcha (2010). Measuring project risk management process for construction contractors with statement indicators linked to numerical scores.
Kedsuda Limsila,Stephen Ogunlana (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment.
T Lucas (2009). Lucas, Henry Frederick Lucas, (died 20 June 1943).
B Maina (2013). Influence of stakeholders' participation in the success of the economic stimulus program: a case of education projects in Nakuru County.
Chiku Malunga,C Banda (2004). Understanding Organizational Sustainability through African Proverbs.
H Maylor (2010). Project management.
R Miller,D Hobbs (2005). Understanding and Managing Risks in Large Engineering Projects.
Ronald Mitchell,Bradley Agle,Donna Wood (1997). Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of Who and What Really Counts.
O Mugenda,A Mugenda (2013). Research methods. Quantitative and Qualitative Approaches.
Ralf Müller,Kam Jugdev (2012). Critical success factors in projects.
Ralf Müller,J Turner (2007). Matching the project manager’s leadership style to project type.
Brian Nocco,René Stulz (2006). Enterprise Risk Management: Theory and Practice.
Catherine Waweru,Phelista Njeru,Walter Bichanga (2010). Role of Credit Access Program on the Performance of Women Owned MSES Incubated at KIRDI.
J Pinto (2010). Project management: achieving competitive advantage.
Pmi (2014). A Guide to the Project Management Body of Knowledge.
M Porter,M Kramer (2006). Strategy and society: the link between competitive advantage and corporate social responsibility.
K Remington,R Zolin (2011). Controlling Chaos? The Value of the Challenges of applying.
M Saunders,P Lewis,A Thornhill (2007). Research methods for business students.
Martin Schieg (2008). STRATEGIES FOR AVOIDING ASYMMETRIC INFORMATION IN CONSTRUCTION PROJECT MANAGEMENT.
U Sekeran,R Bougies (2010). Research Methods for Business: A skill-building Approach.
S Shapiro,M Wilk (1965). An Analysis of Variance Test for Normality (Complete Samples).
Aaron Shenhar,Dov Dvir,Ofer Levy,Alan Maltz (2001). Project Success: A Multidimensional Strategic Concept.
H Sherman,S Ralph (1998). Open Boundaries: Creating Business Innovation Through.
R Turner,R Müller (2004). Communication and Cooperation on Projects between the Project Owner as Principal and the Project Manager as Agent.
J Turner,Ralf Müller (2005). The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review.
Michal Vaněk,Yveta Tomášková,Alena Straková,Kateřina Špakovská,Petr Bora (2013). Risk Assessment in Mining-Related Project Management / Stanovení Rizika V Projektovém Řízení V Podmínkách Těžebního Podniku.
Rebecca Yang (2014). An investigation of stakeholder analysis in urban development projects: Empirical or rationalistic perspectives.
A Zakharova,T Jäger (2013). Stakeholder Participation to improve Societal acceptance for Mega Projects: A case study of the forum for the coal-power "Datteln 4.

Download References

Funding

No external funding was declared for this work.

Conflict of Interest

The authors declare no conflict of interest.

Ethical Approval

No ethics committee approval was required for this article type.

Data Availability

Not applicable for this article.

How to Cite This Article

Enock Kiage Nyaboga, Prof. Iravo Mike Amuhaya, Dr. Muchelule Yusuf Wanjala. 2020. "Moderating Role of Stakeholders Attributes on Implementation of Rural Electrification Projects in Kenya". Global Journal of Management and Business Research - A: Administration & Management GJMBR-A Volume 20 (GJMBR Volume 20 Issue A17).

More Citation Formats

Select Citation Style:

Download Citation

GJMBR Volume 20 Issue A17

Explore Journals Explore Volume Read This Issue

Journal Specifications

Crossref Journal DOI 10.17406/GJMBR

Print ISSN 0975-5853

e-ISSN 2249-4588

Keywords

project leadership project planning project risk management

Classification

GJMBR-A Classification JEL Code: M19

Submission ReceivedDecember 15, 2019
Peer Review Double Blind
Handling Editor
Accepted January 4, 2020
Published January 15, 2020

Version of record

v1.2

Issue date

December 1, 2020

Language

English

Experiance in AR

Explore published articles in an immersive Augmented Reality environment. Our platform converts research papers into interactive 3D books, allowing readers to view and interact with content using AR and VR compatible devices.

View in VR

Read in 3D

Your published article is automatically converted into a realistic 3D book. Flip through pages and read research papers in a more engaging and interactive format.

View in 3D

Article Matrices

Total Views: 918

Total Downloads: 58

All Trends