Trust in a knowledge related project work environment

Koskinen, Kaj U.; Pihlanto, Pekka

doi:10.1504/ijmdm.2007.012152

Cited by 13 publications

(18 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Indeed, the evaluation of strategic decisions is often a discussion process in which several stakeholders participate directly or by means of nominated experts or representatives. In order to reach a valid and useful decision, it is then critical to promote the actual contribution of the key stakeholders (decision makers and users) to the analysis and evaluation activities, for example developing an open "space of discussion" or a project group framework (Koskinen & Pihlanto, 2007;Padoano, 2013;Paschetta & Tsoukiàs, 2000;Shang, Youxu, & Yizhong, 2004).…”

Section: The Evaluation Process: Some Basic Methodological Aspectsmentioning

confidence: 99%

Multi-criteria Analysis to Support Mobility Management at a University Campus

Longo

Medeossi

Padoano

2015

Transportation Research Procedia

View full text Add to dashboard Cite

The mobility referred to the University is a significant part of the urban mobility in Trieste. Therefore a specific project was performed to analyze the main problems, to understand the preference structure of the users and to define some possible solutions to improve the accessibility of the University and to reduce urban congestion, mainly through sustainable transport modes. The survey pointed out features and preferences of different user groups, which were explicitly considered in the AHP assessment framework, and allowed to define criteria and to fix the weights. Also the presence of more than one decision maker was explicitly included in the hierarchy, to model the different impact of different user groups on the decision makers. As a result, the ranking of the alternatives has been defined, which has been taken into account by the decision makers for their planning choices. From a methodological point of view, the specific structure of the AHP hierarchy allowed to model the decisional problem even if a more complex ANP approach would be perhaps more suitable to consider interactions between nodes in this group decision problem

show abstract

Section: The Evaluation Process: Some Basic Methodological Aspectsmentioning

confidence: 99%

Multi-criteria Analysis to Support Mobility Management at a University Campus

Longo

Medeossi

Padoano

2015

Transportation Research Procedia

View full text Add to dashboard Cite

show abstract

“…In addition to pieces of advice on how to diagnose the stakeholders and make strategic decisions on how to interact with each of them, it is widely acknowledged that the success of inter‐organizational projects depends on trust between the focal organization and its stakeholders (Kadefors, ; Koskinen & Pihlanto, ; Maurer, ; Smyth, Gustafsson, & Ganskau, ). The notion of trust is, therefore, an important concept when studying relationships with stakeholders.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Building on the work of Barney and Hansen (), Koskinen and Pihlanto () introduce four types of trust for a project setting: (1) deterrence based trust, (2) role based trust, (3) knowledge based trust, and (4) identification based trust.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…A third type of trust, the knowledge based trust, develops on the basis of the history of interaction. The fourth type, identification based trust, is the thickest form of trust (Koskinen & Pihlanto, ). This trust is based on an emotional connection between the parties and exists because the actors understand each other's intentions, expectations, and desires.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

Stakeholder Management Strategies and Practices during a Project Course

Eskerod

Vaagaasar

2014

Project Management Journal

View full text Add to dashboard Cite

■ In stakeholder management, a key question is: How can an actor/organization (e.g., a project) under different contingencies apply strategies to develop the relationship with each stakeholder into a favorable one seen from the focal organization's perspective? Based on an in-depth longitudinal case study, we provide detailed descriptions of how a project management team worked with its stakeholder relationships. Applying a practice approach, we explore how stakeholder management practices emerged and evolved as embedded actions and interpretations related to perceptions of each stakeholder's harm and help potentials. We show how trust was both input to and outcomes of the managerial action.

show abstract

“…Maurer () concluded that the presence of trust between project members working on inter‐organizational projects grants access to valuable knowledge of outside project partners facilitating acquisition of novel ideas and insights, which are especially crucial for product innovation projects. Research has suggested that different types of interactions mean that different forms of trust may be more or less desirable in different situations or contexts (Koskinen & Pihlanto, ). Abrams, Cross, Lesser, and Levin () concluded that two forms of interpersonal trust— ability (the trustor's perception of competence and skills of trustee) and benevolence (the extent to which a trustee is believed to look for the best interest of the trustor) are essential in knowledge sharing, whereas Levin and Cross () revealed the benevolence dimension of trustworthiness consistently matters when sharing knowledge, and that competence dimension matters most when the sharing involves tacit knowledge.…”

Section: Linking Organizational Culture Trust and Knowledge Sharingmentioning

confidence: 99%