Effective Antidotes to Address Adverse Situations During MultiStakeholder Engagement: The Case of International ICT Projects Adversarial multistakeholder engagement in international ICT projects can bring up adverse or negative situations that can be detrimental to project performance, project outcomes and project actors wellbeing. Prior studies do indicate the antidotes as remedial strategies or proven practices to address adversarial multistakeholder engagement but lack empirical research on investigating the effectiveness of the antidotes in addressing the difficulties in stakeholder engagement. This knowledge gap is addressed using a questionnaire survey involving 144 global ICT professionals. 20 antidotes were ranked using the Relative Importance Index (RII). The top highly effective antidotes are trust building, transformational leadership, single point of contact, stakeholder analysis and interaction planning. The research findings contribute to project stakeholder management practice in providing the general awareness and enablement of the project management community in proactively or reactively deploying the antidotes to avoid or alleviate difficulties during multistakeholder engagement.

Value codestruction: Exploring the role of actorsxe2x80x99 opportunism in the B2B context Abstract   This exploratory study investigates value codestruction in the BusinesstoBusiness (B2B) context and examines the impact of actorsxe2x80x99 opportunistic behaviour on value cocreation. The research undertakes an indepth case study based approach. It uses data triangulation, where multiple sources of evidence (interviews, conference audio recordings and documents) are collected from the case organisation (a vendor) and its service ecosystem partners in the ICT sector. The partners included in the study are distributors, channel partners, competitors, and customers. B2B alliances are driven by the motivations to maximise strategic value and minimise transaction cost. Thus, using the ecosystem lens, we find that actorsxe2x80x99 capabilities (resources and perceived value), vendoru0027s approach to achieving strategic benefit and the channel governance mechanism enable value cocreation. However, using the transaction cost theory lens, we report that actorsxe2x80x99 opportunistic behaviour, technological disruptions and new business model challenges lead to value codestruction (in the form of termination of relationship, conflict and business liquidation). Alliance partners need to evaluate the strategic benefits of collaboration, knowledge sharing, learning, trust building, market expansion and technology sharing, considering partnersxe2x80x99 selfserving behaviour driven by transaction cost economies. All ecosystem actors are seeking to develop capabilities, exhibit knowledge differentiators, demonstrate technology leadership, reduce uncertainty and respond to new business model challenges thus causing value codestruction. Thus, this research is more encompassing because it explores factors that lead to both value cocreation and codestruction.