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Trust in project relationships—inside the black box

Published on Apr 1, 2004in International Journal of Project Management4.69
· 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.
  • References (39)
  • Citations (350)
References39
Newest
#1Frank L. Jeffries (UAF: University of Alaska Fairbanks)H-Index: 1
#2Richard Reed (WSU: Washington State University)H-Index: 17
Cited By350
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#1Ping Lu (USTC: University of Science and Technology of China)
#2Xiangyang Cai (USTC: University of Science and Technology of China)
Last.Wu Jianlin (USTC: University of Science and Technology of China)H-Index: 3
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#1Haavard Haaskjold (NTNU: Norwegian University of Science and Technology)
#2Bjørn Andersen (NTNU: Norwegian University of Science and Technology)H-Index: 11
Last.Wenche Aarseth (Nord University)
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#1Keyang Li (Radboud University Nijmegen)H-Index: 1
#2Perrine Dethier (University of Liège)H-Index: 1
Last.Jean-Marie Halleux (University of Liège)H-Index: 6
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#1Jing Xu (UCL: University College London)H-Index: 1
#2Hedley SmythH-Index: 1
#1Shuli Wang (THU: Tsinghua University)H-Index: 2
#2Wenxin Shen (THU: Tsinghua University)H-Index: 5
Last.Felix Kin Peng Hui (University of Melbourne)H-Index: 3
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