<p>ID projects are characterized by a complex network of stakeholders that often lead to the tangledrelationships among various parties. Different stakeholders therefore can exert the influence overan ID project in different ways resulting in both constructive and counter-productive impacts tothe projects. The implementation stage, in many ways, is considered the most significantlyimportant phase in the project life cycle where all the project activities are materialized. Thus,understanding the intricacy of the stakeholders’ impacts to the project implementation is criticalto facilitate the project results.</p><p>A multiple-case study of the two ID projects executed in Vietnam is undertaken with the aim toinvestigate the impacts of the key stakeholders on ID projects beyond the early phases of IDproject life cycle, focusing in particular on the implementation phase. In order to have the wholepicture of the key stakeholders’ impacts to the project implementation, this research alsoexplores the contributing factors of the identified impacts as well as examines how powerful thekey stakeholders are in controlling the decisions making and/or facilitating the projecti mplementation represented through their different degrees of influence.</p><p>Results of the findings suggest both similarities and differences in which the reported impacts ofthe key stakeholders tend to be more counter-productive than constructive to the projectimplementation. The similarities of the findings indicate that the two distinctive projects facecommon issues in the implementation phase whilst the differences can be explained by thespecific circumstances that surround the projects. The representation of the counter-productiveaspects in the findings signify the risks associated with the key stakeholders which is worth while considering in terms of the risk mitigation in the implementation phase of an ID project.</p>

ID projects are characterized by a complex network of stakeholders that often lead to the tangledrelationships among various parties. Different stakeholders therefore can exert the influence overan ID project in different ways resulting in both constructive and counter-productive impacts tothe projects. The implementation stage, in many ways, is considered the most significantlyimportant phase in the project life cycle where all the project activities are materialized. Thus,understanding the intricacy of the stakeholders’ impacts to the project implementation is criticalto facilitate the project results. A multiple-case study of the two ID projects executed in Vietnam is undertaken with the aim toinvestigate the impacts of the key stakeholders on ID projects beyond the early phases of IDproject life cycle, focusing in particular on the implementation phase. In order to have the wholepicture of the key stakeholders’ impacts to the project implementation, this research alsoexplores the contributing factors of the identified impacts as well as examines how powerful thekey stakeholders are in controlling the decisions making and/or facilitating the projecti mplementation represented through their different degrees of influence. Results of the findings suggest both similarities and differences in which the reported impacts ofthe key stakeholders tend to be more counter-productive than constructive to the projectimplementation. The similarities of the findings indicate that the two distinctive projects facecommon issues in the implementation phase whilst the differences can be explained by thespecific circumstances that surround the projects. The representation of the counter-productiveaspects in the findings signify the risks associated with the key stakeholders which is worth while considering in terms of the risk mitigation in the implementation phase of an ID project.