Fostering Trust and Commitment in Complex Project Networks through Dedicated Investment in Partnership Management

Abstract

An absence of trust among partners can magnify the risk in a complex project by increasing behavioural uncertainty. Partnership trust can effectively substitute for control, reducing variability of outcomes and increasing value-adding strategic collaboration. It is introduced as strategic countermeasures against risks associated with project complexity that can only be achieved with commitment from all partners. This research conceptualises partnership trust on four dimensions and investigates the roles of dedicated investment and information sharing in partnership trust–commitment. The complexity of trust management is further highlighted in an exploration of the importance of the exchange relationship environment.

The Influence Mechanism of Strategic Partnership on Enterprise Performance: Exploring the Chain Mediating Role of Information Sharing and Supply Chain Flexibility

“…At the outset, some researchers believed that the partnerships had a positive effect on firm performance [3,39], while some suggested that the effect could be negative [2], and yet others argued that the two are unrelated [6]. To resolve these inconsistencies, scholars conducted in-depth investigations using dimensional analysis [27,44], comparisons of different types of firms [45] or modes of cooperation [46,47], or dynamic analysis of different development stages [6], with a variety of research methodologies [48] to examine the paths and boundaries between strategic partnership and firm performance [14,18,[49][50][51] (Table 2).…”

“…The findings of this study indicate that, as a result of an imperfect entrepreneurial environment, firms in developing countries with Eastern cultural heritage face both productivity and transaction constraints during value creation and capture processes, respectively. As a result, many firms choose to form strategic partnerships to strengthen interfirm trust, commitment, reciprocity, and rights through close collaboration [27], thereby bridging the value chain gap, lowering transaction costs, and increasing productivity to some extent.…”

“…It can be seen that there may be complex mechanisms between strategic partnership and enterprise performance that need to be further explored. Close strategic partnerships foster mutual trust and commitment, which improves the quality and level of information sharing among firms [25][26][27][28]. Sufficient information sharing enhances supply chain flexibility, allowing firms to profit by responding quickly to market changes [14,29,30].…”

Leveraging supply chain collaboration with digital technologies for supply chain performance: an empirical investigation of Indian meat industries

“…The result indicates a significant and positive relationship between digital technologies implementation (DTI) and supply chain collaboration (SCC) which supports H4 (β = 0.85; P < 0.05). The result resonates with various studies as follows: According to Shin et al ., 2020, the foundation of effective supply chain operations, whether or whether they use technologies, is the process of developing relationships among and between supply chain participants.…”

Stakeholder Behavior Risk Evaluation of Hydropower Projects Based on Social Network Analysis—A Case Study from a Project

“…The analysis of the relationship between the behavioral risks of stakeholders is insufficient. Meanwhile, due to the mutual influence of behaviors among stakeholders, some scholars further study the synergy and partnership among stakeholders in project construction [28][29][30][31]. However, behavioral risk relationships are not integrated into the risk network to analyze the impact of overall relationships on the construction of engineering projects.…”