The Study of Social Responsibility for Construction of Highway Engineering

Lang, Liu; Zhang, Liang

doi:10.1109/iccit.2008.356

Cited by 1 publication

(1 citation statement)

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“…For example, Qi et al [19] proposed the green construction driving mechanism and action path of construction enterprises. Liu and Liang [20] started from the road construction stage to explore the cultivation path of the social responsibility behavior of the contractor. Basing on a stakeholder perspective, Liao et al [21] identified seven stakeholders in the construction industry and constructed a social responsibility behavior framework that involves various stakeholders to guide the construction company to implement social responsibility behavior at the project level.…”

Section: Theoretical Background Andmentioning

confidence: 99%

Behavior Selection of Stakeholders toward Megaproject Social Responsibility: Perspective from Social Action Theory

Xie

Han

Chu

et al. 2019

Advances in Civil Engineering

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e importance of social responsibility strategy for the sustainable development of megaprojects has been widely concerned, while types and motivations of social responsibility behavior have also been analyzed and examined in the corporate management literature. However, the typical social responsibility behaviors in megaprojects and the various motivations and factors that influence stakeholders' selection of social responsibility behavior have not been fully considered and confirmed. In this study, camouflage behavior and collaborative behavior are taken as representative social responsibility behaviors. Based on the social action theory, the impact of relevant influencing factors is empirically examined and stakeholder's selection of these two behaviors toward megaproject social responsibility (MSR) is explored. Results from the sample data of 127 management staff with megaproject experience from the participating parties revealed that synergistic behavior is driven mainly by relationship quality (RQ), whereas hypocritical behavior is affected by RQ, institutional pressure, and external appeals. In addition, the mutual feedback mechanism significantly improves the RQ of participating parties, which indirectly affects both behaviors. ese findings bear implications in realizing the management of social responsibility behavior in megaprojects and guiding the participating parties to coordinate and implement social responsibility.

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Section: Theoretical Background Andmentioning

confidence: 99%