Antecedents of trust in intra-organizational relationships within three Singapore public sector construction project management agencies

Wong, Elaine; Then, Danny Shiem‐Shin; Skitmore, Martin

doi:10.1080/014461900433087

Cited by 38 publications

(34 citation statements)

References 34 publications

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“…This again demonstrates the importance of honest and open communication to trust building on projects (Khalfan et al, 2007). Laan et al (2011) also found that virtuous cycles of trust develop because problems are openly discussed to arrive at innovative solutions whilst Wong et al (2000) revealed that the achievement of results is very relevant to building and maintenance of trust in project environments. Beyond conventional job performance considerations such as cost, workmanship standard, ability to meet programme and H&S, other performance considerations that apply specifically to main contractor and subcontractor relationships are the subcontractor's ability to self-manage their work package, willingness to return and fix defective work and even how a particular subcontractor would affect team composition for a project.…”

Section: Job Performancementioning

confidence: 79%

Trust influencing factors in main contractor and subcontractor relationships during projects

Manu

Ankrah

Chinyio

et al. 2015

International Journal of Project Management

123

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Trust is crucial for achieving optimum benefits from supply chain integration and collaboration in the construction sector. Yet relationships between main contractors and subcontractors continue to be influenced by issues that promote vicious circles of distrust. This research investigates the trust influencing factors in main contractor-subcontractor relationships on projects. Empirical data was gathered from across four case studies through semi-structured interviews, non-participant observations and document reviews, and analysed using thematic analysis. Findings revealed that the change management process, economic climate, payment practices, perceptions of future work opportunities, job performance and the project-specific context influence trustfulness and trustworthiness of the different parties. The findings also imply that stronger trust in the main contractor's supply chain can only be realised and sustained through promotion of trustworthiness-induced rather than benefit-induced trustfulness.

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Section: Job Performancementioning

confidence: 79%

Trust influencing factors in main contractor and subcontractor relationships during projects

Manu

Ankrah

Chinyio

et al. 2015

International Journal of Project Management

123

View full text Add to dashboard Cite

show abstract

“…For example, Ng et al (2002) pointed out that mutual trust is a key to good communication. Trust opens the lines of communication (Wong et al 2000), whereas the absence of trust forms a barrier to effective communication (McDermott et al 2004). Although a great deal of research attention has been placed to analyze the interaction between trust and other relationship indicators, few empirical studies have been conducted to examine the significance of the association between trust and each relationship indicator.…”

Section: Introductionmentioning

confidence: 99%

“…There have been increasing research efforts to suggest that trust is crucial to the effectiveness of relationship management (Wong et al 2000). A consensus is that cooperation or collaboration is about the management of a relationship that must be trust-based (Cheung et al 2003;Bemelmans et al 2012).…”

Section: Introductionmentioning

confidence: 99%

The Role of Trust in Relationship Development and Performance Improvement

Meng

2015

Journal of Civil Engineering and Management

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The importance of inter-organizational trust to project success has been increasingly highlighted in the construction industry. This study aims to explore the role of trust between project parties. It adopts a combination of quantitative and qualitative methodologies. Based on the analysis of the responses of a questionnaire survey, trust is demonstrated to have a significant contribution to the development of cooperative or collaborative relationships; fostering trust proves to have a major influence on the improvement of project performance; and some relationship and performance indicators are found to have closer associations with trust than others so that trust is more important to the development of relationship and the improvement of performance in these aspects. The analysis of questionnaire responses also provides significant evidence for the reduction in monitoring and control following the increase of mutual trust. The questionnaire survey is followed by a series of expert interviews, both of which contribute to the establishment of a model that links trust with relationship and performance and distinguishes the new approach that is based on trust from the traditional mechanism that relies on monitoring and control.

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“…Trust is essential between managers and employees for empowerment (Wong, Danny, & Martin, 2000). Khan (1977) states that 'empowerment is an ongoing interpersonal relationship that fosters mutual trust between employers and employees'.…”

Section: Introduction :-mentioning

confidence: 99%

Managerial Trust and Organizational Behavior

Trivedi¹,

Patel²,

Guru³

2010

Management and Labour Studies

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This paper examines the sets of behavior in a pharmaceutical company. Thirteen sets of behaviors are identified for creating managerial trust among subordinates: talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, extend trust (Covey, 2006). A questionnaire survey of team members: R&D, Corporate, Branded, Chemical, International, Generic and Others employed in the pharmaceutical company is described. The results confirm presence or absence of set of behaviors amongst managers. Of the 13 behaviors analyzed, it is observed that the subordinates have a very negative perception about their managers in respect of creating transparency and showing loyalty, negative perception about their managers in respect of demonstrating respect, right wrongs and extend trust, positive perception about their managers in respect of delivering results, confronting reality, clarifying expectation and practice accountability and very positive perception about their managers in respect of talk straight and get better behavior.

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Antecedents of trust in intra-organizational relationships within three Singapore public sector construction project management agencies

Cited by 38 publications

References 34 publications

Trust influencing factors in main contractor and subcontractor relationships during projects

Trust influencing factors in main contractor and subcontractor relationships during projects

The Role of Trust in Relationship Development and Performance Improvement

Managerial Trust and Organizational Behavior

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