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

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Perceptions of status and TMO workgroup cooperation: Implications for project governance. / Anvuur, Aaron Maano; Kumaraswamy, Mohan; Fellows, Richard.
In: Construction Management and Economics, Vol. 30, No. 9, 01.09.2012, p. 719-737.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Anvuur, AM, Kumaraswamy, M & Fellows, R 2012, 'Perceptions of status and TMO workgroup cooperation: Implications for project governance', Construction Management and Economics, vol. 30, no. 9, pp. 719-737. https://doi.org/10.1080/01446193.2012.688137

APA

Anvuur, A. M., Kumaraswamy, M., & Fellows, R. (2012). Perceptions of status and TMO workgroup cooperation: Implications for project governance. Construction Management and Economics, 30(9), 719-737. https://doi.org/10.1080/01446193.2012.688137

Vancouver

Anvuur AM, Kumaraswamy M, Fellows R. Perceptions of status and TMO workgroup cooperation: Implications for project governance. Construction Management and Economics. 2012 Sept 1;30(9):719-737. doi: 10.1080/01446193.2012.688137

Author

Anvuur, Aaron Maano ; Kumaraswamy, Mohan ; Fellows, Richard. / Perceptions of status and TMO workgroup cooperation : Implications for project governance. In: Construction Management and Economics. 2012 ; Vol. 30, No. 9. pp. 719-737.

Bibtex

@article{935309a38c4c464d811dccfe2ea209d6,
title = "Perceptions of status and TMO workgroup cooperation: Implications for project governance",
abstract = "Achieving and sustaining the cooperation of individuals with their temporary multi-organization (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 influence 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.",
keywords = "Cooperation, governance, pride, self-respect, temporary multi-organization",
author = "Anvuur, {Aaron Maano} and Mohan Kumaraswamy and Richard Fellows",
year = "2012",
month = sep,
day = "1",
doi = "10.1080/01446193.2012.688137",
language = "English",
volume = "30",
pages = "719--737",
journal = "Construction Management and Economics",
issn = "0144-6193",
publisher = "Routledge",
number = "9",

}

RIS

TY - JOUR

T1 - Perceptions of status and TMO workgroup cooperation

T2 - Implications for project governance

AU - Anvuur, Aaron Maano

AU - Kumaraswamy, Mohan

AU - Fellows, Richard

PY - 2012/9/1

Y1 - 2012/9/1

N2 - Achieving and sustaining the cooperation of individuals with their temporary multi-organization (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 influence 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.

AB - Achieving and sustaining the cooperation of individuals with their temporary multi-organization (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 influence 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.

KW - Cooperation

KW - governance

KW - pride

KW - self-respect

KW - temporary multi-organization

U2 - 10.1080/01446193.2012.688137

DO - 10.1080/01446193.2012.688137

M3 - Journal article

AN - SCOPUS:84866461498

VL - 30

SP - 719

EP - 737

JO - Construction Management and Economics

JF - Construction Management and Economics

SN - 0144-6193

IS - 9

ER -