Perceptions of status and TMO workgroup cooperation: implications for project governance

Abstract

Achieving and sustaining the cooperation of individuals with their temporary multi--organisation (TMO) workgroups is, arguably, one of the most enduring challenges facing the construction sector. A mediational model connecting pride and self--respect to each of four dimensions of cooperative behaviour -in--role, compliance, extra--role, and deference -is tested in a survey sample of 140 construction professionals in Hong Kong. Bootstrap tests of the indirect effect of pride on cooperative behaviour suggest that self--respect fully mediates the influences of pride on in--role behaviour and compliance behaviour, and partially mediates the influence of pride on extra--role behaviour. The results also suggest that pride has no effect on deference behaviour. While needing corroboration by future research, the findings suggest that viable strategies designed to foster pride and self--respect could engender and sustain cooperation in construction TMO workgroups, and support ongoing efforts to reform construction. The bootstrapping procedures for testing intervening variable models are elaborated in the hope that this will encourage more process analysis research in construction.

(Dis)Trust, Control, and Project Success: From a Chinese Project Owner’s Perspective

“…Of the 600 questionnaires sent out, 366 responses were received, with a response rate of 61%. This is comparable to previous SEM studies, such as that by Shan et al [76], with 188 cases, and by Anvuur and Kumaraswamy [77], with 153 cases (18% response rate). The responses exceeded the minimum of 100 cases necessary for SEM suggested by Gorsuch [78] and Bagozzi and Yi [79].…”

Impacts of Risk Allocation on Contractors’ Opportunistic Behavior: The Moderating Effect of Trust and Control

“…The results of this study show that trust has a significant moderating effect on both strong and weak opportunistic behaviors. The results are consistent with those of Anvuur et al [70,71]. These studies showed that in an environment where there is a high level of trust, contractors are willing to exchange information publicly and take the initiative to disclose the information to clients, such as pointing out loopholes in contracts.…”

Organizational Justice, Project Performance, and the Mediating Effects of Key Success Factors

“…The temporary nature of projects also has a negative impact on psycho-social aspects; for example, on the ability of team members to work together and to fully immerse themselves in the project (Bakker, Boroş, Kenis, & Oerlemans, 2013). This continuous absence of cooperation and boundary spanning behaviour in TMOs also has an impact on their performance (Anvuur, Kumaraswamy, & Fellows, 2012;Phua, 2004).…”