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Trust in project relationships—inside the black box

Published on Apr 1, 2004in International Journal of Project Management
· DOI :10.1016/S0263-7863(03)00031-0
Anna Kadefors10
Estimated H-index: 10
(Chalmers University of Technology)
Abstract
Using the general theory of trust in inter-organisational relations, this paper discusses factors that influence development of trust and co-operation in client–contractor relationships in construction projects. Formal contractual rules are found to bring about and legitimise behaviours and strategies at odds with common-sense perceptions as to how trustworthy and co-operative exchange partners should act. Contractual incentives and close monitoring of contractor performance may induce opportunism and start vicious circles, and it is argued that a higher level of trust would improve project performance. Partnering practices are found to have considerable potential in influencing the antecedents of trust and creative teamwork.
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Foreword. Acknowledgements. About the editors. List of Contributors. Introduction and Commentary. National Monographs. Australia. Canada. China. England and Wales. Estonia. Hong Kong. Iraq. Ireland. Italy. Japan. Malaysia. The Netherlands. Oman. Portugal. Quebec. Romania. Scotland. Sweden. Switzerland. United States of America. Appendix - Guidelines for Authors. Index.
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