Influence of Stakeholder Management Practices on Environmental Project Implementation: Evidence from the NetZero Project in Rwamagana District, Rwanda

Habyarimana Olivier and Luqman Afolabi
University of Kigali, Rwanda
https://orcid.org/0009-0001-6244-6601
Email: oliverho2020@gmail.com

Abstract: This study assessed the statistical association and predictive contribution of stakeholder management practices to environmental project implementation in the NetZero Project in Rwamagana District, Rwanda. Its four dimensions were stakeholder identification, stakeholder analysis, stakeholder engagement, and stakeholder monitoring and control. The research drew on Stakeholder Theory, Stakeholder Salience Theory, Participation Theory, and Control Theory. A cross-sectional descriptive and correlational design was employed within a quantitatively dominant mixed-method case study. Of 245 persons in the population, 152 were selected for the questionnaire through proportionate stratified and simple random sampling, and 140 submitted valid responses (92.1%); 20 key informants were selected purposively. Questionnaires, interviews and documentary review were used. Pearson correlations were positive and statistically significant for identification (r = .862), analysis (r = .878), engagement (r = .778), and monitoring and control (r = .846), all p < .001. Multiple regression explained 90.4% of the variance in the self-reported implementation score (adjusted R² = .901). Stakeholder analysis had the strongest unique contribution (B = .357, β = .373, p < .001), followed by identification (B = .315, β = .330, p < .001), monitoring and control (B = .243, β = .254, p < .001), and engagement (B = .095, β = .099, p = .021). All four null hypotheses were rejected. The findings recommend maintaining a current stakeholder register, salience-based prioritisation, meaningful participation and documented corrective-action closure.