Speaker
Description
This study presents preliminary findings from an applied mixed‑methods investigation into how stakeholder management practices influence the alignment between planning and execution in international scientific megaprojects developed through In‑Kind Contributions (IKC). IKC‑based projects operate within distributed governance structures, multi‑institutional interfaces, and heterogeneous management practices, making coordination a critical determinant of performance.
The research adopts a single case study of the SKADI Small‑Angle Neutron Scattering instrument, developed collaboratively by ESS, FZJ, and LLB. Data collection integrates three sources: (1) document analysis of schedules, progress reports, governance records, and interface documentation; (2) a Likert‑scale survey administered to stakeholders directly involved in planning, coordination, and execution; and (3) a historical dataset of organizational challenges previously identified in ESS IKC projects. The analytical model examines five constructs: stakeholder management, communication, governance and shared responsibilities, change and tool integration, and planning–execution alignment.
Preliminary results indicate that communication across institutions, clarity of responsibilities, coordination mechanisms, and integration of management tools significantly shape stakeholders’ perceptions of alignment between planned and executed activities. Respondents reported active participation in decision‑making processes, yet highlighted persistent challenges related to double ownership, interface management, and requirements clarity—issues consistent with historical patterns observed in other ESS IKC projects. These findings suggest that governance complexity and distributed decision‑making structures are central drivers of misalignment in IKC environments.
The final study aims to deliver actionable recommendations to strengthen stakeholder coordination, communication flows, and governance practices in international scientific collaborations, contributing to more robust management strategies for future IKC‑based megaprojects.
Key Words
Stakeholders, Communication, Governance, Interfaces, In‑Kind Contributions, Megaprojects