Effect of Social Identity on Megaproject Managers’ Conflict Management Styles-Reference-Cited by-同舟云学术

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Effect of Social Identity on Megaproject Managers’ Conflict Management Styles

Published:2024-10 Issue:10 Volume:150 Page:
ISSN:0733-9364
Container-title:Journal of Construction Engineering and Management
language:en
Short-container-title:J. Constr. Eng. Manage.

Author:

Wang Yuxue¹,Ma Li²^ORCID,Fu Hongwei³

Affiliation:

1. Ph.D. Candidate, Dept. of Construction Management, Dalian Univ. of Technology, Dalian 116024, China.

2. Professor, International School, Hainan Tropical Ocean Univ., Sanya 572022, China (corresponding author). ORCID: .

3. School of Urban Construction, Changzhou Univ., Changzhou 213164, China.

Publisher

American Society of Civil Engineers (ASCE)

Link

https://ascelibrary.org/doi/pdf/10.1061/JCEMD4.COENG-14557

Reference67 articles.

1. Social identity, safety climate and self-reported accidents among construction workers

2. TEAM ROLE PREFERENCE AND CONFLICT MANAGEMENT STYLES

3. Ashforth, B., and S. Johnson. 2001. “Which hat to wear? The relative salience of multiple identities in organizational contexts.” In Social identity processes in organizational contexts, edited by A. Michael, D. J. HoggTerry, and D. J. Terry, 31–48. Philadelphia: Psychology Press.

4. Social Identity Theory and the Organization

5. Workplace conflict and willingness to cooperate

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