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Caldas, C H, Gibson, G E, Weerasooriya, R and Yohe, A M (2009) Identification of Effective Management Practices and Technologies for Lessons Learned Programs in the Construction Industry. Journal of Construction Engineering and Management, 135(06), 531–9.
Chen, P, Partington, D and Qiang, M (2009) Cross-Cultural Understanding of Construction Project Managers’ Conceptions of Their Work. Journal of Construction Engineering and Management, 135(06), 477–87.
Cheung, S O, Chow, P T and Yiu, T W (2009) Contingent Use of Negotiators’ Tactics in Construction Dispute Negotiation. Journal of Construction Engineering and Management, 135(06), 466–76.
- Type: Journal Article
- Keywords: Construction management; Negotiations; Dispute resolution; Conflict;
- ISBN/ISSN: 0733-9364
- URL: https://doi.org/10.1061/(ASCE)0733-9364(2009)135:6(466)
- Abstract:
In the course of negotiation, negotiators’ tactics should be responsive to the situational factors. This is commonly described as the contingent use of negotiators’ tactics. This study examines this concept in construction dispute negotiation and has three stages of work. Stage 1 develops taxonomies of the three construction dispute negotiation dimensions: dispute sources, negotiators’ tactics, and negotiation outcomes by exploratory factor analysis. A structural equation modeling is also used to confirm the taxonomies. Stage 2 examines the contingent use of negotiators’ tactics on outcomes respective to the dispute sources through the use of moderated multiple regression (MMR). Stage 3 discusses the findings. The dispute source, “Delay” is found to be a universal moderator in the MMR analysis of the tactic-outcome relationships. That means when the dispute source is delay, a wide range of negotiators’ tactics can be used, respective to outcome intended. It is also found that the most versatile tactics are those that seek progress. This group of tactics is effective in almost every group of dispute source and, in general, positive results can be expected. However, aggressive and assertive tactics should be used restrictively, as they will only be useful against a compromising negotiation counterpart.
Hallowell, M and Toole, T M (2009) Contemporary Design-Bid-Build Model. Journal of Construction Engineering and Management, 135(06), 540–9.
Ho, S P, Lin, Y, Chu, W and Wu, H (2009) Model for Organizational Governance Structure Choices in Construction Joint Ventures. Journal of Construction Engineering and Management, 135(06), 518–30.
Kale, S (2009) Fuzzy Intellectual Capital Index for Construction Firms. Journal of Construction Engineering and Management, 135(06), 508–17.
Lo, W and Yan, M (2009) Evaluating Qualification-Based Selection System: A Simulation Approach. Journal of Construction Engineering and Management, 135(06), 458–65.
Lu, M, Lau, S and Poon, C (2009) Simulation Approach to Evaluating Cost Efficiency of Selective Demolition Practices: Case of Hong Kong’s Kai Tak Airport Demolition. Journal of Construction Engineering and Management, 135(06), 448–57.
Marti, P, Trümpi, S and Heinzmann, D (2009) Hydraulic Joint for Pipe Jacking. Journal of Construction Engineering and Management, 135(06), 439–47.
Molenaar, K R, Park, J and Washington, S (2009) Framework for Measuring Corporate Safety Culture and Its Impact on Construction Safety Performance. Journal of Construction Engineering and Management, 135(06), 488–96.
Wong, P S, Cheung, S O and Fan, K L (2009) Examining the Relationship between Organizational Learning Styles and Project Performance. Journal of Construction Engineering and Management, 135(06), 497–507.
Zhang, X (2009) Win–Win Concession Period Determination Methodology. Journal of Construction Engineering and Management, 135(06), 550–8.