Sources, Signs and Signalling for Fast Trust Creation in Organisational Relationships

Perks, Helen; Halliday, Sue Vaux

doi:10.1016/s0263-2373(03)00049-5

Cited by 45 publications

(33 citation statements)

References 33 publications

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“…Trust may be reinforced through ongoing inter‐firm social exchange in which firms interpret the intention of each other's actions. Particularly at the initial stage of cooperation when other cues for trust are not available (Perks and Halliday, 2003), acquiescent actions may be taken as signals of trust.…”

mentioning

confidence: 99%

An Action Pattern Model of Inter‐firm Cooperation*

Lui

Ngo

2005

J Management Studies

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An action pattern model was developed and applied to the examination of inter-firm cooperative processes. The model considered cooperation as a continuous cycle of actions and reactions between cooperating partners. The building blocks of the model include cooperative equilibrium, disruptive events, action types and action patterns. Three action pattern variables were proposed to describe the interactions. It was hypothesized that action patterns are contingent on partner relationships and the transaction cost characteristics of a partnership. The hypotheses were tested on a sample of 263 partnerships in the construction industry in Hong Kong. The quantitative study was supplemented by four in-depth case studies. The results show that: (1) trust was an important antecedent of action patterns; and (2) transaction cost variables moderate the relationships between partner relationships and action patterns. These findings suggest that future research should give more attention to the interaction of partners during cooperation.

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mentioning

confidence: 99%

An Action Pattern Model of Inter‐firm Cooperation*

Lui

Ngo

2005

J Management Studies

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“…Physical co-location allows immediate interaction between collaborating parties. While modern electronic technology such as virtual meetings and presence can be preferable to asynchronous interaction the sense of a physical presence that this tends to build better understanding of strengths and limitations is missing: this requires what Perks and Halliday [33] refer to as fast trust. Additionally, element 5 refers to co-location in terms of the ease and comfort with which people of lower hierarchical status can interact with those of higher hierarchical status, based on task/issue knowledge rather than position power.…”

Section: Explanation Of Platform Facilitiesmentioning

confidence: 99%

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Walker

Lloyd‐Walker

2016

Administrative Sciences

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Abstract:Background: Cross-discipline team collaboration between the project ownership team, design team and project delivery team is central to effective management of risk, uncertainty and ambiguity. A recently-developed framework that was developed to provide a visualisation tool to enable various project procurement and delivery forms has been adapted to answer the research question How can uncertainty best be managed in complex projects? Methods: The research involved reviewing transcribed recorded interviews with 50 subject matter experts that was originally analysed using axial coding with Nvivo 10 software to develop the framework that the paper refers to. It extends analysis to focus on risk and uncertainty previously reported upon in that study. Results and Conclusions: The adaptation presents a hypothetical partnering and alliancing project collaboration map taken from a risk and uncertainty management perspective and it also refines its focus on coping and sensemaking mechanisms to help manage risk-uncertainty in a practical and 'how to do' manner. This contributes to theory by extending the relationship based procurement (RBP) framework from taking a purely procurement theory focus to being applied in a risk-uncertainty project management theory domain. It also provides a practice contribution by explaining how the RBP mutation to a collaboration and risk-uncertainty management framework may be applied.

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“…Personal trust has been found to be crucially important in facilitating economic transactions under conditions of uncertainty (Nooteboom 2002), particularly in interorganizational relations (for example, Glückler and Armbrüster 2003;Perks and Halliday 2003;Uzzi 1997). While extant trust is an important means of enabling sustainable transactions across a distance (Torre 2011), its creation often requires geographical co-presence (Torre 2008).…”

Section: Rewiring and Organizing Value Networkmentioning

confidence: 99%

Rewiring global networks at local events: congresses in the stock photo trade

Panitz

Glückler

2016

Global Networks

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Keywords TEMPORARY CLUSTER, TRADE FAIRS, REWIRING, SOCIAL NETWORKS, TRANSNATIONAL SOCIAL RELATIONS ProblemThe parallelism of increasing globalization of economic relationships and the growing number of events in the creative economy such as trade fairs and congresses is the point of departure for this article. The current literatures of economic geography and organization studies portray the relationship between these two developments in three ways: these events fulfil the functions of (1) market locations for commercial transaction, (2) moments of institutional configuration of organizational fields, and (3) temporary clusters where suppliers, customers and competitors seek and exchange knowledge. This article goes on to elaborate a fourth central function of business events, which is closely related to the reconstitution of global industry networks, namely the rewiring of

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Sources, Signs and Signalling for Fast Trust Creation in Organisational Relationships

Cited by 45 publications

References 33 publications

An Action Pattern Model of Inter‐firm Cooperation*

An Action Pattern Model of Inter‐firm Cooperation*

Understanding Collaboration in Integrated Forms of Project Delivery by Taking a Risk-Uncertainty Based Perspective

Rewiring global networks at local events: congresses in the stock photo trade

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