Interpersonal trust and inter‐firm trust in construction projects

Abstract

Working relationships are important in effecting project performance and cooperation is believed to be a behavioural consequence of trust. Trust, being a quality of relationships, involves people interacting at interpersonal and inter‐firm levels. This is investigated through 10 partnering and non‐partnering projects, using a validated trust scale. A case study approach is used to collect qualitative data through a quantitative approach to help understand the concept of trust. Data were collected from clients, contractors, consultants and subcontractors. Clients and contractors have a tendency to trust individuals whereas contractors and subcontractors have a tendency to trust firms. Inter‐firm trust is better understood than interpersonal trust; but both are associated with keeping commitments and demonstrating cooperation, even though interpersonal trust is considered more important. Partnering does not necessarily exhibit more trust than non‐partnering projects whereas clients and contractors have different emphasis on interpersonal and inter‐firm trust. Therefore, to promote trusting relationships in multi‐parties is to fulfil not only the technological and economical goals, but also the moral and social goals as expressed in people relationships such that a socially safe working place can be created. For this reason, middle managers need to know about trust because they face more relationship problems than others.