Abstracts – Browse Results
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Boussabaine, A H and Kirkham, R J (2004) Simulation of maintenance costs in UK local authority sport centres. Construction Management and Economics, 22(10), 1011-20.
Cheng, E W L and Li, H (2004) Contractor selection using the analytic network process. Construction Management and Economics, 22(10), 1021-32.
Clarke, L and Herrmann, G (2004) Cost vs. production: labour deployment and productivity in social housing construction in England, Scotland, Denmark and Germany. Construction Management and Economics, 22(10), 1057-66.
Lam, P T I, Kumaraswamy, M M and Ng, S (2004) The use of construction specifications in Singapore. Construction Management and Economics, 22(10), 1067-79.
Lingard, H and Saunders, A (2004) Occupational rehabilitation in the construction industry of Victoria. Construction Management and Economics, 22(10), 1091-101.
Phua, F T T (2004) The antecedents of co-operative behaviour among project team members: an alternative perspective on an old issue. Construction Management and Economics, 22(10), 1033-45.
- Type: Journal Article
- Keywords: Co-operative behaviour; social identity theory; organizational identification; in-group identification; self-concept
- ISBN/ISSN: 0144-6193
- URL: https://doi.org/10.1080/01446190310001649092
- Abstract:
Poor project performance is generally attributed to a lack of co-operation between project participants. Much work is directed towards understanding the structural and organizational antecedents of co-operation, but little in understanding how socio-psychological factors affect individual co-operative behaviour. Using social identity theory, this study attempts to fill this research gap by arguing that individuals define their self-concepts through the organizations with which they identify and that these identity-based forces are the basis for the development of co-operative behaviour. Empirical findings using responses from 398 senior executives of construction firms substantiate this argument, as individuals with strong organizational identity are indeed more psychologically predisposed to behave co-operatively. There are grounds to propose that organizational identity should be used in conjunction with other tangible economic incentives as effective mechanisms for improving individual co-operation. Therefore, rigorous attempts by construction firms to foster such identity may prove fruitful to overall project performance. Further research is needed to explore how it may impact on other important aspects of co-operation such as decision making and problem solving processes within the construction industry.
Shohet, I M and Paciuk, M (2004) Service life prediction of exterior cladding components under standard conditions. Construction Management and Economics, 22(10), 1081-90.
Wang, R-C and Liang, T-F (2004) Project management decisions with multiple fuzzy goals. Construction Management and Economics, 22(10), 1047-56.