Abstract
The safety citizenship behavior (SCB) of construction workers can improve project safety performance. This study explored how construction company owners' safety management behavior contributes to the development and encouragement of SCB. It combined the Job Demands-Resources (JD-R) and Stimulus-Organism-Response (SOR) theories to propose relevant hypotheses and develop a theoretical model to examine the effect of owners' safety management behavior on construction workers' SCB. Data from 534 construction workers were collected through questionnaires. Confirmatory Factor Analysis (CFA) and the Structural Equation Model (SEM) were used for empirical analysis. It was found that the owner's safety management behavior positively affected the construction workers' SCB. In particular, work engagement played an intermediary role, while power distance exhibited a moderating effect. A few noteworthy findings are that proactive safety behavior is significantly positively influenced by organization and coordination, prosocial safety behavior is significantly positively influenced by safety funding investment, and high power distance is not always bad for construction workers' safety citizenship behavior. By determining the connection between owners' safety management behavior and construction workers' SCB, this study offered a fresh perspective on promoting construction workers' proactive behavior and put forward suggestions for owners to improve project safety management.