Although trust has been given much attention in the management literature as an explanatory factor, less research has been devoted to defining and operationalizing the role of trust, particularly in relation to interorganizational collaboration. The role of trust in collaboration is usually attributed ex post; successful alliances seem to involve trust; unsuccessful alliances do not. As such, much of the extant literature has treated trust as a residual term for the complex social-psychological processes necessary for social action to occur. Yet the relationship between trust and performance remains somewhat elusive in collaborative relationships, perhaps due to the frequent application of interpersonal types of trust to interorganizational types of collaborations. Based on a synthesis of research on trust with research on other aspects of collaboration, this paper identifies the multi-dimensional role played by trust in collaborative relationships. By distinguishing between different roles of trust pertaining to different phases of alliance evolution, and recognizing the recursive nature of collaborative trust, this paper attempts to respond to calls for research examining the evolution of trust and its impact on interorganizational collaborative relationships. The simultaneous focus on trust as an antecedent of relationship development, a moderator of these on outcome, and direct effects on relationship outcome has important implications for both research and practice alike.
Accepted by : Guest Editors Stewart Clegg, Martin Kornberger and Tyrone S. Pitsis
