The dark side of stakeholder engagement on the delivery of housing projects at a selected municipalities in South Africa

Abstract

Municipalities, both globally and locally, rely on service delivery projects as a modus operandi for achieving their strategic objectives. As part of the value delivery system enshrined in the PMBOK ® Guide – Eighth Edition, stakeholder engagement stands out as a key process for ensuring that the project meets stakeholder expectations. However, despite its positive intent, stakeholder engagement can also contribute to project failure in both the local and global context. This study explores the “dark side” of stakeholder engagement in housing projects. To achieve the aim of this study, a qualitative approach was adopted, and interviews were conducted with project managers and municipal officials (n = 17). NVivo was used to analyse the data. The study found that, while stakeholder engagement promotes participation and accountability, it can simultaneously generate delays, conflict, functional silos, marginalisation and governance risks, even where stakeholder engagement processes are well coordinated. The study therefore concludes that stakeholder engagement should not be viewed as inherently beneficial, but rather as a process that requires careful governance and management. This study has the potential to make substantive contributions to theory and practice by advancing and refining existing stakeholder engagement frameworks. Additionally, by aligning with and contributing to key global development priorities, namely Sustainable Development Goals (SDG) 16 (Peace, Justice and Strong Institutions), SDG 11 (Sustainable Cities and Communities), and SDG 17 (Partnerships for the Goals), this study seeks to further the pursuit of sustainable infrastructure development and the effective delivery of housing projects.