Journal Articles

Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915

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Author: search.filters.author.Yiu TWSubject: search.filters.subject.15 Commerce, Management, Tourism and Services

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Now showing 1 - 3 of 3
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    Behavioral transition: A framework for the construction conflict - Tension relationship
    (1/08/2007) Yiu TW; Cheung SO
    Conflicts 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.
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    The aggressive-cooperative drivers of construction contracting
    (1/10/2009) Cheung SO; Yiu TW; Chiu OK
    Construction contracting parties can take either a cooperative or aggressive stance in pursuing their goals. This paper aims at identifying the stimuli (known as drivers) that motivate cooperative or aggressive moves in construction contracting behavior (CCB). In this regard, a three-stage research work has been designed for the completion of the research objective. Based on literature reviews, aggressive and cooperative drivers were identified in the first stage. A questionnaire was designed to collect construction case-specific data on these drivers. Next, taxonomies of aggressive and cooperative drivers were developed by the use of principal component factor analyses (PCFA). A total of three and seven taxonomies for aggressive and cooperative drivers were identified respectively. These taxonomies enable the understanding of aggressive-cooperative nature of CCB in a more amenable and logical manner. With these taxonomies, factor scales were calculated to represent the relative importance of the respective taxonomies. The degree of significance of each factor scales was then evaluated in the third stage. The results showed that the most important cooperative taxonomy is 'openness of contracting parties', while the most important aggressive taxonomy is 'goal oriented'. The findings also suggest that construction projects may not be inherently adversarial. Contract with equitable risk allocation and open discussion of problems would provide the platform for team building so that relationship among contracting parties can be maintained. © 2008 Elsevier Ltd and IPMA.
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    Logistic regression modeling of construction negotiation outcomes
    (15/08/2008) Yiu TW; Cheung SO; Chow PT
    Construction disputes are always negotiated before other resolution methods are considered. When it comes to negotiation, the tactics used by a negotiator is central in deriving desired outcomes. This paper reports a research that employs logistic regression (LR) to predict the probabilistic relationship between negotiator tactics and negotiation outcomes. To achieve this, three main stages of work were involved. Negotiator tactics and negotiation outcomes were first identified from literature. Then, four LR prediction models with negotiation outcomes as the dependent variable and negotiator tactics as the independent variables were constructed. Finally, these models were validated with an independent set of testing data. These models collectively suggested that: 1) increasing time pressure, taking threats, or subjecting the opponent to reality testing are inductive to "deterioration" negotiation outcomes; 2) providing various options and increasing flexibility would achieve "substantial improvement" in negotiation; 3) relationships between parties could be maintained by fair play; and 4) focusing on information exchange, giving middiscussion summaries, and offering counterproposal could clarify a party's position. Despite the skepticism over frank and open discussion of the issues and the existence of game plan, the findings of this research do support some well-established negotiation principles-focus on the issue and play down behavioral factors. © 2008 IEEE.