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article · Academic Journal of Interdisciplinary Studies

Stakeholder Engagement as a Moderator in Evaluation-Driven Highway Infrastructure Performance: Evidence from KeNHA Projects in Kenya

2026Open accessUniversity of Nairobi

In plain language

Highway infrastructure investments across Sub-Saharan Africa frequently face cost overruns, schedule delays, and quality deficits. Converting evaluation findings into actionable project execution decisions can address these challenges, though effectiveness depends on the level of stakeholder participation. An assessment of 69 completed Category-A highway schemes managed by the Kenya National Highways Authority between 2018 and 2022 examined these dynamics using both primary and secondary data. The analysis shows that evaluation results utilisation significantly predicts project performance, accounting for 24.4 percent of the variance in completion time, 29.1 percent in construction quality, and 20.4 percent in cost-effectiveness. Stakeholder engagement acts as a moderating factor in this process, functioning alongside traditional constraints to influence overall infrastructure outcomes in developing economies.

Key takeaways

  • Utilising evaluation findings significantly predicts highway project performance across completion time, quality, and cost-effectiveness.
  • Evaluation results utilisation accounts for 24.4 percent of the variance in completion time, 29.1 percent in quality, and 20.4 percent in cost outcomes.
  • Stakeholder engagement moderates the relationship between evaluation results utilisation and project delivery success.
  • Stakeholder engagement serves empirically as a fourth constraint within the traditional project management framework.

Why it matters

Major road infrastructure programmes in developing economies routinely struggle with delays, overspending, and compromised quality. Demonstrating that the structured adoption of evaluation data combined with active stakeholder engagement measurably reduces these shortfalls offers infrastructure agencies and public funders clear pathways to improve project execution, preserve public capital, and deliver better civic infrastructure.

Commercialisation angle

The findings are directly applicable to national road agencies, public infrastructure authorities, and project management consultancies seeking to improve project governance. While not describing a discrete product, the evidence provides an applied and tested management framework from completed highway projects that can be translated into standardised evaluation protocols, project governance tools, or monitoring guidelines.

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Abstract

Despite widespread investment in national highway infrastructure, endemic issues of cost overruns, schedule delays and quality deficits continue to plague the outcomes of projects in Sub-Saharan Africa. It is postulated that evaluation results utilization can be used to overcome these deficits by converting evaluation findings to project decisions that can be executed; although its efficacy may be dependent on the level of stakeholder engagement. This study examines the direct effects of evaluation results utilization and stakeholder engagement on highway project performance as well as the moderating role of stakeholder engagement in the evaluation results utilization–performance relationship. A census-based correlational design was used, which included all 69 completed Category-A highway projects managed by the Kenya National Highways Authority between 2018 and 2022. Both primary and secondary data was used. The findings indicated that evaluation results utilization significantly predicted project performance, accounting for 24.4%, 29.1% and 20.4% of the variance in completion time, quality and cost-effectiveness respectively. Stakeholder engagement has a moderating effect on the evaluation results utilization –performance relationship. This study makes an original theoretical contribution by providing empirical evidence that stakeholder engagement functions as a fourth project constraint within the Triple Constraints framework, moderating the impact of evaluation results utilization on infrastructure performance. The findings offer novel, context-specific guidance for KeNHA and comparable infrastructure agencies in developing economies. Received: 22 June 2026 / Accepted: 31 August 2026 / Published: September 2026

Research topics

  • Construction Project Management and Performance
  • Evaluation and Performance Assessment
  • Public-Private Partnership Projects

Sustainable Development Goals

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DOI: 10.36941/ajis-2026-0142

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