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


  • Aaron Maano Anvuur
  • Mohan Kumaraswamy
  • Richard Fellows


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.

Suggested Citation

  • Aaron Maano Anvuur & Mohan Kumaraswamy & Richard Fellows, 2012. "Perceptions of status and TMO workgroup cooperation: implications for project governance," Construction Management and Economics, Taylor & Francis Journals, vol. 30(9), pages 719-737, September.
  • Handle: RePEc:taf:conmgt:v:30:y:2012:i:9:p:719-737
    DOI: 10.1080/01446193.2012.688137

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