Effects of workgroup identification on cooperative behaviour in construction projects

Research suggests that social identities and processes of identification are central to effective construction management practice. Yet, there is a paucity of construction management research that investigates the substantive relevance of social identification. To redress this gap, a superordinate multidimensional ‘cause’ model for workgroup identification (with three reflective dimensions: cognitive identification, pride, and respect) was tested for its effects on individuals’ in-role, extra-role, compliance, and deference behaviour. This was undertaken with a survey sample of 381 construction managers in the UK, and using maximum likelihood structural equation modelling. The results show that workgroup identification predicts all four dimensions of cooperation. The results also suggest that workgroup identification s better modelled as a superordinate construct than by its dimensions as a related bundle. Construction managers need to give serious construction to the management of processes of identification in the work place.