Trust in project relationships - inside the black box
Journal article, 2004

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.



Client–contractor relationships



Anna Kadefors

Chalmers, Department of Service Management

International Journal of Project Management

0263-7863 (ISSN)

Vol. 22 3 175-182

Subject Categories

Production Engineering, Human Work Science and Ergonomics

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