Skip to main content
SpringerLink
Log in

Mediating and Moderating Effect of Tension on Withdrawal: Commitment Relationship in Construction Dispute Negotiation

  • Chapter
  • First Online:
Construction Dispute Research

  • 2409 Accesses

Abstract

The success or failure of a negotiation depends on the commitment of the negotiators for a settlement. Withdrawal refers to a situation in which a construction negotiator loses the interest to continue with a negotiation. A withdrawing negotiator is likely to abandon a negotiation. It is proposed that the higher the commitment of the negotiators, the less likely they will lose interest and hence a greater chance to achieve negotiated settlement. Furthermore, feeling tensed or relaxed is having a bearing on the cognitive reasoning of a negotiator. A certain level of tension helps negotiators stay focused on the disputing issues and engenders commitment. Tension is affecting commitment thus withdrawal. The roles and impact of tension on the withdrawal-commitment relationship are investigated in this study. It is hypothesised that: (1) tension mediates the withdrawal-commitment relationship, and (2) tension moderates the withdrawal-commitment relationship. With data collected from experienced construction dispute negotiators, regression analyses were conducted to test the hypotheses. Tensioned negotiators are generally more committed to a negotiated settlement than their low-tensioned counterparts. However, if the withdrawing tendency reaches its threshold value, the loss of commitment of high-tensioned negotiators is much quicker than their low-tensioned counterparts. This reminds managers that optimal level of tension can mobilise human resources to the betterment of a negotiated settlement, but excessive level tension can raise the state of withdrawal of the negotiators and lower commitment. In this regard, management may adjust the tension level by varying the settlement targets as well as changing the memberships of the negotiation team.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Anderson, E., & Weitz, B. (1992). The use of pledges to build and sustain commitment in distribution channels. Journal of Marketing Research, 29(1), 18–34.

    Article  Google Scholar 

  • Baron, R. M., & Kenny, D. A. (1986). The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.

    Article  Google Scholar 

  • Beck, T., & Martin, S. (1995). Trying to look bad at work: Methods and motives for management poor impressions in organisations. Academy of Management Journal, 38, 174–199.

    Article  Google Scholar 

  • Beehr, T. A., Jex, S. M., Stacy, B. A., & Murray, M. A. (2000). Work stress and co-worker support as predictors of individual strains and performance. Journal of Organizational Behavior, 21(4), 391–405.

    Article  Google Scholar 

  • Bhanugopan, R., & Fish, A. (2006). An empirical investigation of job burnout among expatriates. Personnel Review, 35(4), 449–468.

    Article  Google Scholar 

  • Black, G. S. (2008). Trust and commitment: reciprocal and multidimensional concepts in distribution relationships. SAM Advanced Management Journal, 73(1), 46–55.

    Google Scholar 

  • Blau, G. (1985). Relationship of extrinsic, intrinsic, and demographic predictors to various types of withdrawal behaviors. Journal of Applied Psychology, 70, 442–450.

    Article  Google Scholar 

  • Brumels, K., & Beach, A. (2008). Professional role complexity and job satisfaction of collegiate certified athletic trainers. Journal of Athletic Training, 43(4), 373–378.

    Article  Google Scholar 

  • Caplan, R. D., & Jones, K. W. (1975). Effects of workload, role ambiguity, and Type A personality on anxiety, depression, and heart rate. Journal of Applied Psychology, 60, 713–719.

    Article  Google Scholar 

  • Cheung, S. O., & Chow, P. T. (2011). Withdrawal in construction project dispute negotiation. Journal of Construction Engineering and Management, 137(12), 1071–1079.

    Article  Google Scholar 

  • Cheung, S. O., Tam, C. M., Ndekugri, I., & Harris, F. C. (2000). Factors affecting clients’ project dispute resolution satisfaction in Hong Kong. Construction Management & Economics, 18(3), 281–294.

    Article  Google Scholar 

  • Chow, P. T., & Cheung, S. O. (2008). Developing a conceptual framework of catastrophic withdrawal behavior in construction dispute. In Proceedings of the BEAR 2008 Conference, Sri Lanka (pp. 659–669).

    Google Scholar 

  • Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfilment. Journal of Occupational Psychology, 53(1), 39–52.

    Article  Google Scholar 

  • Cooper, D. R., & Schindler, P. S. (Eds.). (2000). Business Research Method. Boston: McGraw Hill.

    Google Scholar 

  • Cullen, J. B., Parboteeah, K. P., & Victor, B. (2003). The effects of ethical climates on organizational commitment: A double-study analysis. Journal of Business Ethics, 46(2), 127–141.

    Article  Google Scholar 

  • Delerue-Vidot, H. (2006). Opportunism and unilateral commitment: The moderating effect of relational capital. Management Decision, 44(6), 737–751.

    Article  Google Scholar 

  • Densten, I. (2001). Re-thinking burnout. Journal of Organizational Behavior, 22(8), 833–847.

    Article  Google Scholar 

  • Deutsch, M., Coleman, P. T., & Marcus, E. C. (Eds.). (2006). The Handbook of Conflict Resolution: Theory and Practice. San Francisco: Jossey-Bass Publishers.

    Google Scholar 

  • Far East Trade (Ed.). (2003). Hong Kong builder directory. Hong Kong: Far East Trade Press (35).

    Google Scholar 

  • Fiss, O. M. (1983). Against settlement. Yale Law Journal, 93, 1073–1090.

    Article  Google Scholar 

  • Fryer, B. G. (Ed.). (2004). The practice of construction management: people and business performance. Oxford: Blackwell.

    Google Scholar 

  • Gundlach, G. T., Achrol, R. S., & Mentzer, J. T. (1995). The structure of commitment in exchange. Journal of Marketing, 59(1), 78–92.

    Article  Google Scholar 

  • Hair, J. F., Anderson, R. E., Tatham, R. L. & Black, W. C. (Eds.). (1998). Multivariate data analysis (5th ed., pp. 88–92). Upper Saddle River: Prentice Hall.

    Google Scholar 

  • Hanisch, K. A., & Hulin, C. L. (1991). General attitudes and organizational withdrawal: An evaluation of a causal model. Journal of Vocational Behavior, 39, 110–128.

    Article  Google Scholar 

  • Hardy, M. E., & Conway, M. E. (Eds.). (1998). Role theory: Perspectives for health professionals (2nd ed.). Norwalk: Appleton & Lange.

    Google Scholar 

  • James, L. R., & Brett, J. M. (1984). Mediators, moderators, and tests for mediation. Journal of Applied Psychology, 69(2), 322–333.

    Article  Google Scholar 

  • Jaros, S. J., Jermier, J. M., Koehler, J. W., & Sincich, T. (1993). Effects of continuance, affective, and moral commitment on the withdrawal process: An evaluation of eight structural equation models. Academy of Management Journal, 36(5), 951–995.

    Article  Google Scholar 

  • Jones, B., Flynn, D. M. & Kelloway, E. K. (1995). Perceptions of support from the organizations in relation to work stress, satisfaction and commitment. In S. L. Sauter, & L. R. Murphy (Eds.), Organizational Risk Factors for Job Stress, American Psychological Association, Washington, DC (pp. 41–52).

    Google Scholar 

  • Kahn, R. L., Wolfs, D. M., Quinn, R. P., Snoek, J. D. & Rosenthal, R. A. (Eds.). (1964). Organizational stress: Studies in role conflict and ambiguity. New York: Wiley.

    Google Scholar 

  • Lee, K. H., Yang, G. & Graham, J. L. (2006). Tension and trust in international business negotiations: American executives negotiating with Chinese executives. Journal of International Business Studies, 37(5), 623–641.

    Google Scholar 

  • Lempereur, A. & Colson, A. (2010). Acknowledging emotions before problem-solving. In M. Pekar (Eds.), The first move: A negotiator’s companion (Vol. 6, pp. 153–176). Hoboken: Wiley

    Google Scholar 

  • Macfarlane, J., Manwaring, J., Zweibel, E. & Hamilton, J. W. (Eds.). (2003). Dispute resolution: Readings and case studies. Toronto: Emond Montgomery.

    Google Scholar 

  • Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397–422.

    Article  Google Scholar 

  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171–194.

    Article  Google Scholar 

  • Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–90.

    Article  Google Scholar 

  • Mobley, W. H., Griffeth, R. W., Hand, H. H., & Meglino, B. M. (1979). Review and conceptual analysis of the employee turnover process. Psychological Bulletin, 86(3), 493–522.

    Article  Google Scholar 

  • Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20–38.

    Article  Google Scholar 

  • Mowday, R. T., Koberg, C. S., & McArthr, A. W. (1984). Psychology of the withdrawal process: A cross-validational test of Mobley’s intermediate linkages model of turnover in two samples. Academy of Management Journal, 27(1), 79–94.

    Article  Google Scholar 

  • Nordqvist, S., Hovmark, S., & Zika-Viktorsson, A. (2004). Perceived time pressure and social processes in project teams. International Journal of Project Management, 22(6), 463–468.

    Article  Google Scholar 

  • O’Connor, M. K., & Arnold, J. A. (2001). Distributive spirals: Negotiation impasses and the moderating role of disputant self-efficacy. Organizational Behavior and Human Decision Processes, 84(1), 148–176.

    Article  Google Scholar 

  • O’Connor, M. K., Arnold, J. A. And Burris, E. R. (2005). Negotiators’ bargaining histories and their effects on future negotiation performance. Journal of Applied Psychology, 90(2), 350–362.

    Google Scholar 

  • O’Reilly, C. A., & Chatman, F. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on pro-social behavior. Journal of Applied Psychology, 71(3), 492–499.

    Article  Google Scholar 

  • Onyemah, V. (2008). Role ambiguity, role conflict, and performance: Empirical evidence of an inverted-U relationship. Journal of Personal Selling & Sales Management, 28, 299–313.

    Article  Google Scholar 

  • Ring, P. S., & Van de Ven, A. H. (1994). Developmental process of cooperative interorganizational relationships. Academy of Management Review, 19(1), 90–118.

    Google Scholar 

  • Roznowski, M., & Hanisch, K. (1990). Building systematic heterogeneity into work attitudes and behavior measures. Journal of Vocational Behavior, 36, 361–375.

    Article  Google Scholar 

  • Saraydar, E. (1971). Uncertainty, bargaining, and the strategy of commitment. Journal of Economics, 31(3/4), 309–322.

    Article  Google Scholar 

  • Schwarz, N., & Clore, G. L. (2007). Feelings and phenomenal experiences. In K. Kruglanski & E. T. Higgins (Eds.), Social psychology: Handbook of basic principles (2nd ed., pp. 385–407). New York: Guilford Press.

    Google Scholar 

  • Sheridan, J. E., & Abelson, M. A. (1983). Cusp catastrophe model of employee turnover. Academy of Management Journal, 26(3), 418–436.

    Article  Google Scholar 

  • Simonson, I., & Staw, B. M. (1992). De-escalation strategies: A comparison of techniques for reducing commitment to losing courses of action. Journal of Applied Psychology, 77(4), 419–426.

    Article  Google Scholar 

  • Singh, J. (1998). Striking a balance in boundary-spanning positions: An investigation of some unconventional influences of role stressors and job characteristics on job outcomes of salespeople. Journal of Marketing, 62(3), 69–86.

    Article  Google Scholar 

  • Singh, J., Verbeke, W., & Rhoads, G. K. (1996). Do organizational practices matter in role stress processes? A study of direct and moderating effects for marketing-oriented boundary spanners. Journal of Marketing, 60, 69–91.

    Article  Google Scholar 

  • Sommer, S. M., Bae, S. H., & Luthans, F. (1996). Organizational commitment across cultures: The impact of antecedents on Korean employees. Human Relations, 49(7), 977–993.

    Article  Google Scholar 

  • Steel, R. P., & Ovalle, N. K. (1984). A review and meta-analysis of research on the relationship between behavioral intention and employee turnover. Journal of Applied Psychology, 36, 577–600.

    Google Scholar 

  • Watson, D., Clark, L. A., Mclntyre, C. W., & Hamaker, S. (1992). Affect, personality, and social activity. Journal of Personality and Social Psychology, 63, 1011–1025.

    Article  Google Scholar 

  • Weatherly, K., & Tansik, D. A. (1992). Tactics used by customer-contract worker: Effect of roles stress, boundary spanning and control. International Journal of Service Industry Management, 4(1), 4–17.

    Google Scholar 

  • Wiener, Y. (1982). Commitment in organizations: A normative view. Academy of Management Review, 7, 418–428.

    Google Scholar 

  • Yiu, T. W., & Cheung, S. O. (2007). Behavioral transition: A framework for the construction conflict–tension relationship. IEEE Transactions on Engineering Management, 54(3), 498–505.

    Article  Google Scholar 

Download references

Acknowledgments

Special thanks to Mr. Fung Kong for collecting data for the study. The content of this chapter has been published in Volume 138(10) of the Journal of Construction Engineering and Management and is used with the permission from ASCE.

Author information

Authors and Affiliations

  1. Construction Dispute Resolution Research Unit, Department of Civil and Architectural Engineering, City University of Hong Kong, Hong Kong, People’s Republic of China

    Pui Ting Chow & Sai On Cheung

Authors
  1. Pui Ting Chow
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Sai On Cheung
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Pui Ting Chow .

Editor information

Editors and Affiliations

  1. Department of Civil and Architectural Engineering, City University of Hong Kong, Hong Kong, China

    Sai On Cheung

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Chow, P.T., Cheung, S.O. (2014). Mediating and Moderating Effect of Tension on Withdrawal: Commitment Relationship in Construction Dispute Negotiation. In: Cheung, S. (eds) Construction Dispute Research. Springer, Cham. https://doi.org/10.1007/978-3-319-04429-3_14

Download citation

  • DOI: https://doi.org/10.1007/978-3-319-04429-3_14

  • Published:

  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-319-04428-6

  • Online ISBN: 978-3-319-04429-3

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics

Search

Navigation