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could be seen as a check list for starting the stakeholder analysis-identifying who might be stakeholders. Thompson also emphasizes that “although stakeholders may be both organizations and people, ultimately you must communicate with people. Make sure that you identify the correct individual stakeholders within a stakeholder organization”.
Based on the above point of view, the theory that Rachel Thompson used in identifying project stakeholders is the most simple and straightforward. This study was based on the view of Rachel Thompson to identify the research object: stakeholders of Nanjing Mingfa Bingjiang new town project.

Stakeholder classification

According to different criteria, there are different methods for classification of stakeholders. Scientific classification of stakeholders is important for scientific management of different categories of stakeholders. Examples of classification of stakeholders include using levels of interest and influence (Lindenberg and Crosby, 1981), cooperation and competition (Freeman, 1984), cooperation and threat (Savage et al., 1991), and urgency, legitimacy, and influence (Mitchell et al., 1997). Freeman (1984) categorizes the stakeholders from three different dimensions of ownership, economic dependence and social benefits. He proposes that anyone who is holding company stock is a stakeholder because they have ownership of a company. The stakeholders in the economic dependency of the enterprise are managers, employees, creditors, suppliers, etc. and in social interest, the stakeholders are government, media, and the public etc. Frederik (1998) divides stakeholders into the direct (internal) stakeholders and indirect (external) stakeholders. According to whether or not occurred directly trade relationship with marketing, Gibson (2000) defines direct (internal) stakeholders as who are formally connected with the project (e.g. owners, customers and employees), and indirect (external) stakeholders are those affected by the project in some way. From the production view, the major concern is input and output. In construction field, that means the supplier and the customer. From the view of management, the stakeholder analysis also has to pay attention to owners and employees. Although, Freeman's classification method has been criticized as too broad, but he argues that the external changes is also impact on the environment of a corporation and affect the ability to deal with internal changes. “External change (see fig.3.1) produces uncertainty, which cannot be readily assimilated into the relatively more comfortable relationship with suppliers, owners, customers and employees” (Freeman, 1984). The fig.3.3 could provide a clearly understanding of categorizing the internal and external stakeholders.
Based on the above point of view, what Frederik (1998) adopted for the classification of stakeholders in terms of construction project is the most simple and straightforward. This study referred to Frederik’s (1998) view to classify the research object: stakeholders of BJ project.

The research of stakeholder in construction field

According to definition of stakeholder, this study defines stakeholders of a construction project as groups or individuals who can influence the realization of the project or are affected by the project in the whole