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Constructing a framework for building relationships and trust in project organizations: two case studies of building projects in China

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  • Xiao-Hua Jin
  • Florence Yean Yng Ling

Abstract

A framework is constructed that can be used to foster trust and build relationships in construction project organizations in China. The research method was based on in-depth study of two building projects in China and data were collected via face-to-face interviews. The results show that as the project progresses, the dominant relationship within each stage deepens. The deepening relationship gives rise to different types of inherent risks such as a partner's self-interest seeking behaviour and opportunistic actions. To counterbalance these risks, trust fostering tools must be employed such as careful selection and effective management of partners. The framework for fostering trust and building relationship developed in the study suggests that (1) relationship deepens from shallow dependence to deep interdependence as the project progresses; (2) different relationships bring about distinct inherent risks; and (3) different trust-fostering tools counterbalance specific inherent risks. This framework could aid in reducing adversarial relationships by suggesting ways to foster trustworthy relationships.

Suggested Citation

  • Xiao-Hua Jin & Florence Yean Yng Ling, 2005. "Constructing a framework for building relationships and trust in project organizations: two case studies of building projects in China," Construction Management and Economics, Taylor & Francis Journals, vol. 23(7), pages 685-696.
    • Handle: RePEc:taf:conmgt:v:23:y:2005:i:7:p:685-696
    DOI: 10.1080/01446190500127039
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    References listed on IDEAS

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    1. Steve Rowlinson, 2001. "Matrix organizational structure, culture and commitment: a Hong Kong public sector case study of change," Construction Management and Economics, Taylor & Francis Journals, vol. 19(7), pages 669-673.
    2. Albert Chan, 2000. "Evaluation of enhanced design and build system - a case study of a hospital project," Construction Management and Economics, Taylor & Francis Journals, vol. 18(7), pages 863-871.
    3. Prapatpaow Awakul & Stephen Ogunlana, 2002. "The effect of attitudinal differences on interface conflicts in large scale construction projects: a case study," Construction Management and Economics, Taylor & Francis Journals, vol. 20(4), pages 365-377.
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