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Afolabi, A, O, Tunji-Olayeni, P, F, Oyeyipo, O, O and Ojelabi, R, A (2017) The Socio-Economics of Women Inclusion in Green Construction . Construction Economics and Building, 17(01), 70-89.
Livesey P, V (2017) Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management . Construction Economics and Building, 17(01), 20-45.
Ke, Y, Hao, W, Ding, H and Wang, Y (2017) Factors Influencing the Private Involvement in Urban Rail Public-Private Partnership Projects in China . Construction Economics and Building, 17(01), 90-106.
Sarhan, J, G, Bo X, Fawzia, S and Karim, A (2017) Lean Construction Implementation in the Saudi Arabian Construction Industry . Construction Economics and Building, 17(01), 46-69.
Strahorn, S, Brewer, G and Gajendran, T (2017) The Influence of Trust on Project Management Practice within the Construction Industry . Construction Economics and Building, 17(01), 1-19.
- Type: Journal Article
- Keywords: Trust, relationships, project management, procurement.
- ISBN/ISSN: 2204-9029
- URL: https://doi.org/10.5130/AJCEB.v17i1.5220
- Abstract:
Given that any construction project is inherently a human endeavour, it follows that issues of trust are significant in terms of the stakeholder interactions that deliver eventual project outcomes. Previous research indicates that the relational basis upon which projects are undertaken are intended to influence the likelihood of trusting relationships between stakeholders. Thus, experiences of trust in a construction project environment are likely to be influenced by the contextual specifics of respective transactional and relational contracting (RC) procurement mechanisms, given the divergent theoretical principles upon which they are founded. The influence of trust has therefore been examined through the lived experiences of construction practitioners. A phenomenological interview study consisting of thirty-five (35) participants was conducted with sensitivity to the procurement of experiences being recounted. Issues of trust were shown to be integral to stakeholder experiences in both procurement environments, with the benefits of trust acknowledged in many instances. However, little understanding was evident regarding methods for building and maintaining trust, nor for repairing trust when problems arose. Importantly, despite the differing principles that underpin transactional and relational procurement, and particularly the contention that relational procurement would increase trust between trading partners, this was not evident; with individual personalities and appropriate risk apportionment shown to be greater influences upon the likelihood of trusting relationships. It is reasonable to conjecture that relational contracts actually diminish the need for trust, given that the objective is to reduce uncertainty through formulaic approaches to risk distribution and reward; the absence of risk negates the need for trust. Ultimately, the potential to deliver improved project outcomes as a result of proactive approaches to developing and maintaining trust, as well as repairing trust after difficulties, was shown to apply under all procurement conditions.