Abstract
Background: The successful implementation of construction projects in Nairobi County, Kenya, is frequently undermined by scope changes, budget overruns, and disputes, many originating from poorly managed stakeholder expectations. This study focused on determining the influence of stakeholder expectation management on the implementation of construction projects in Nairobi City County. The research was anchored on Stakeholder Theory, which emphasizes balancing diverse stakeholder interests, and Project Success Theory, which frames project success as a multi- dimensional concept extending beyond traditional metrics to include stakeholder satisfaction. A descriptive survey research design was adopted, targeting key stakeholders involved in registered construction projects within the county. A stratified random sample of 291 respondents was drawn, and data was collected using a structured questionnaire, achieving a response rate of 90.72%. Data analysis involved descriptive statistics, correlation analysis, and simple linear regression. The findings revealed that stakeholder expectation management practices were rated highly by respondents, with formal documentation of agreements recording the strongest agreement (M=4.16, SD=0.77). Bivariate correlation analysis showed a strong, positive, and significant relationship between expectation management and project implementation (r=0.765, p<0.01). The simple linear regression model was statistically significant (F=369.3, p<0.001) and demonstrated that expectation management alone accounted for 58.5% of the variance in project implementation (R2=0.585). A one-unit improvement in expectation management was associated with a 0.811-unit increase in project implementation. The study concludes that proactive stakeholder expectation management is the single most influential practice for achieving project success in terms of scope realization, quality, and budget adherence. It is recommended that construction firms mandate formal expectation-alignment meetings, enforce rigorous documentation of all stakeholder agreements, and invest in proactive expectation-setting from the project's initiation phase to curb scope creep and enhance overall project delivery.