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Conference Paper: Project Team Social Capital, Safety Behaviors, and Performance: A Multi-level Conceptual Framework

TitleProject Team Social Capital, Safety Behaviors, and Performance: A Multi-level Conceptual Framework
Authors
Keywordsconstruction project team
social capital
network structures
human factors
Issue Date2014
PublisherElsevier BV. The Journal's web site is located at http://www.elsevier.com/wps/find/journaldescription.cws_home/719240/description#description
Citation
Creative Construction Conference (CC 2014), Prague, Czech Republic, 21-24 June 2014. In Procedia Engineering, 2014, v. 85, p. 311-318 How to Cite?
AbstractThe current Hong Kong construction industry safety state of affairs are undesirable. While a myriad of safety approaches have been adopted in the industry through normative compliance, error prevention, and climate intervention, the situations remain dismal. One of the reasons for the ineffectiveness of these approaches to ensure construction projects’ safety performance is the mismatch between the approaches’ rigid and static formulations of construction operations that are put to use in the operations that are emergent and dynamic. We propose that the deficiency can be rectified through the project team adaptive inputs and interactions that are grounded in the project team social capital. We (1) explore such possibility by establishing the theoretical underpinning through extant literature and (2) propose a conceptual framework befitting a relational approach to ensuring project safety outcomes. To accomplish the objectives set forth above, we conduct literature search and review in the domains of social capital, construction safety, social psychology, and small team research. Through the process of convergent and refinement of the literary domains, we put forth a conceptual framework that can be put into empirical test. The framework reveals that project team social capital can be modeled as a multi-level phenomenon emanating from individual level network structure. These structural features, together with the relational and cognitive features at the group level, influence the individual safety behaviors, and in turn, their safety outcomes. The analysis through literature review and modeling have shown that project team members’ safety behaviors are influenced by the interaction of both the individual and group level relational phenomena. This study enriches current safety research agenda by highlighting the effects of team dynamics in safety performance. In this respect, we also provide methodological suggestions to empirically test the framework.
Persistent Identifierhttp://hdl.handle.net/10722/201817
ISSN

 

DC FieldValueLanguage
dc.contributor.authorKoh, TYen_US
dc.contributor.authorRowlinson, SMen_US
dc.date.accessioned2014-08-21T07:42:56Z-
dc.date.available2014-08-21T07:42:56Z-
dc.date.issued2014-
dc.identifier.citationCreative Construction Conference (CC 2014), Prague, Czech Republic, 21-24 June 2014. In Procedia Engineering, 2014, v. 85, p. 311-318en_US
dc.identifier.issn1877-7058 (Online)-
dc.identifier.urihttp://hdl.handle.net/10722/201817-
dc.description.abstractThe current Hong Kong construction industry safety state of affairs are undesirable. While a myriad of safety approaches have been adopted in the industry through normative compliance, error prevention, and climate intervention, the situations remain dismal. One of the reasons for the ineffectiveness of these approaches to ensure construction projects’ safety performance is the mismatch between the approaches’ rigid and static formulations of construction operations that are put to use in the operations that are emergent and dynamic. We propose that the deficiency can be rectified through the project team adaptive inputs and interactions that are grounded in the project team social capital. We (1) explore such possibility by establishing the theoretical underpinning through extant literature and (2) propose a conceptual framework befitting a relational approach to ensuring project safety outcomes. To accomplish the objectives set forth above, we conduct literature search and review in the domains of social capital, construction safety, social psychology, and small team research. Through the process of convergent and refinement of the literary domains, we put forth a conceptual framework that can be put into empirical test. The framework reveals that project team social capital can be modeled as a multi-level phenomenon emanating from individual level network structure. These structural features, together with the relational and cognitive features at the group level, influence the individual safety behaviors, and in turn, their safety outcomes. The analysis through literature review and modeling have shown that project team members’ safety behaviors are influenced by the interaction of both the individual and group level relational phenomena. This study enriches current safety research agenda by highlighting the effects of team dynamics in safety performance. In this respect, we also provide methodological suggestions to empirically test the framework.en_US
dc.languageengen_US
dc.publisherElsevier BV. The Journal's web site is located at http://www.elsevier.com/wps/find/journaldescription.cws_home/719240/description#descriptionen_US
dc.relation.ispartofProcedia Engineeringen_US
dc.rightsNOTICE: this is the author’s version of a work that was accepted for publication in Procedia Engineering. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Procedia Engineering, 2014, v. 85, p. 311-318 doi:10.1016/j.proeng.2014.10.556en_US
dc.subjectconstruction project team-
dc.subjectsocial capital-
dc.subjectnetwork structures-
dc.subjecthuman factors-
dc.titleProject Team Social Capital, Safety Behaviors, and Performance: A Multi-level Conceptual Frameworken_US
dc.typeConference_Paperen_US
dc.identifier.emailKoh, TY: ho599013@hkusua.hku.hken_US
dc.identifier.emailRowlinson, SM: hrecsmr@hku.hken_US
dc.identifier.authorityKoh, TY=rp01611en_US
dc.identifier.authorityRowlinson, SM=rp01020en_US
dc.identifier.doi10.1016/j.proeng.2014.10.556-
dc.identifier.hkuros232441en_US
dc.identifier.volume85-
dc.identifier.spage311-
dc.identifier.epage318-
dc.publisher.placeNetherlands-

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