Stakeholder Coordination Challenges in Hotel Construction Projects

Abstract

Hotel construction projects are characterised by heightened complexity arising from the simultaneous involvement of architects, structural consultants, project management consultants (PMC), mechanical–electrical–plumbing (MEP) engineers, contractors, vendors, and hotel operators. This multidisciplinary structure intensifies coordination demands, as each stakeholder contributes specialised expertise whose outputs are sequentially and reciprocally interdependent. The present study investigates stakeholder coordination challenges in hotel construction projects, focusing on how communication effectiveness, role clarity, collaborative practices, decision-making efficiency, and information sharing influence project workflow and execution outcomes. Employing a qualitative, exploratory research design grounded in secondary analysis of extant project management literature, the study applies thematic and interpretive analysis to identify recurring coordination deficiencies. Five directional hypotheses guide the conceptual enquiry. Findings indicate that coordination challenges are predominantly process-level phenomena: ambiguous responsibilities, delayed approvals, inconsistent technical interpretation, and fragmented information flow are the principal antecedents of workflow disruption. Structured communication protocols, clearly defined accountability frameworks, collaborative interaction mechanisms, and systematic documentation practices are identified as the key enablers of coordination effectiveness. The study contributes to theory by integrating stakeholder theory, coordination theory, and project management theory within a hospitality construction context, and provides managerial guidance for practitioners seeking to improve project alignment and execution consistency.