Behavioral transition: A framework for the construction conflict - Tension relationship

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dc.citation.issue3
dc.citation.volume54
dc.contributor.authorYiu TW
dc.contributor.authorCheung SO
dc.date.available2007-08
dc.date.issued1/08/2007
dc.description“© 20XX IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.”
dc.description.abstractConflicts are inevitable in construction projects. One of the reasons is that all construction projects involve complex human interactions. Previous studies have shown that behavioral states can respond dynamically as the magnitude of a conflict increases. This has been empirically demonstrated using a catastrophe-theory-based, three-variable system involving the level of construction conflict, the level of tension, and the amount of behavioral flexibility (Yiu and Cheung, 2006). This paper reports on a study that builds on the above-mentioned study by Yiu and Cheung, and examines the application of moderated multiple regression (MMR) to the three-variable system. It was found that not all MMR models display a significant moderating effect. Two out of six MMR models were found to be significant in their effect. These models affirm that the nature of the relationship between the degree of uncertainty and adversarial attitudes (or mistrust level) varies, depending on the behavioral flexibility of the parties. Disordinal interactions were also found, suggesting that the interaction between behavioral flexibility and the conflict-tension relationship can change radically. Critical points for the degree of uncertainty were also able to be calculated. Beyond these points, even a flexible individual may find difficulty in minimizing or resolving construction conflicts. As such, it is suggested that such radical changes could be prevented by minimizing the degree of uncertainty in construction projects. © 2007 IEEE.
dc.description.publication-statusPublished
dc.format.extent498 - 505
dc.identifierhttp://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000248460000009&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=c5bb3b2499afac691c2e3c1a83ef6fef
dc.identifier.citationIEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, 2007, 54 (3), pp. 498 - 505
dc.identifier.doi10.1109/TEM.2007.900784
dc.identifier.eissn1558-0040
dc.identifier.elements-id425100
dc.identifier.harvestedMassey_Dark
dc.identifier.issn0018-9391
dc.identifier.urihttps://hdl.handle.net/10179/16599
dc.relation.isPartOfIEEE TRANSACTIONS ON ENGINEERING MANAGEMENT
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dc.subjectbehavioral flexibility
dc.subjectconstruction conflicts
dc.subjectmoderated multiple regression (MMR)
dc.subjecttension
dc.subject.anzsrc08 Information and Computing Sciences
dc.subject.anzsrc09 Engineering
dc.subject.anzsrc15 Commerce, Management, Tourism and Services
dc.titleBehavioral transition: A framework for the construction conflict - Tension relationship
dc.typeJournal article
pubs.notesNot known
pubs.organisational-group/Massey University
pubs.organisational-group/Massey University/College of Sciences
pubs.organisational-group/Massey University/College of Sciences/School of Built Environment
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