The aim of this study is to develop an understanding of the theoretical basis and practicalrnimplementation of stakeholder management in the construction industry and to evaluate thernawareness of stakeholder management amongst project managers in the construction industryrnin Ethiopia. Consequently, the focus of this study is the evaluation of stakeholder managementrnpractices and approaches practiced by project managers and assessment of the impact ofrnstakeholder management on project success in the selected construction organizations that arernrecently functioning in Ethiopia. The research findings which have been summarized and presentedrnin this study were carried out based on four local construction companies namely RamarnConstruction, MH Engineering, Bereket Tesfaye Consulting Architects & Engineers and Transportrnprogram Management Office (TPMO). For the reason that the prime purpose of the study is torninvestigate the stakeholder management experience of the designated institutions as practiced inrntheir respective projects, this study has made use of descriptive method of research design. In thernmeantime, mixed research approach has been adopted to carry out the study. The targetrnpopulations of this study are the project managers and resident engineers in the selectedrnorganizations who are working in Addis Ababa. Because the target population is smaller in number,rnit is a census study. Since the study mainly focused on those individuals who had experience withrnproject stakeholder management, a non-probability purposive sampling technique was adopted. Thernfindings of this project highlight the importance of stakeholder management in constructionrnprojects. The results of the survey show that most respondents advocate that effective stakeholderrnmanagement is a critical factor in the achievement of both hard and soft project successrncriteria. The outcomes of the survey of project managers in the construction industry in Ethiopia,rnparticularly in the selected four companies, considered the majority of analysis and engagementrnmethods as effective. The particular method adopted is often dependent on the characteristicsrnof the project and stakeholders. But as seen from the results, almost half of the respondents didrnnot document the stakeholder information in Stakeholder Register nor use stakeholder managementrnsoftware. The results suggest construction project managers in Ethiopia lack the implementationrnto undertake stakeholder management processes in accordance with a standardizedrnmethodology. According to the result, most Project managers in the Ethiopian construction sectorrnare aware of stakeholder management and its significance to project success but their position onrnproject stakeholder management (PSM) is very wavering and unreliable. In addition to this, projectrnstakeholder management efforts are not being supported by the allocation of adequate funds andrnother non-financial assistances. Finally, the new knowledge of stakeholdersâ€™ influence strategies andrnbetter understanding of how construction projects can deal with stakeholder influences supportsrnproject managers in the development of effective project stakeholder management approaches.rn: