The dance of trust in high risk multi-partner collaborations : an exploration of the antecedents of trust in cross-sector R&D projects

Couchman, Paul K. and Fulop, Liz 2007, The dance of trust in high risk multi-partner collaborations : an exploration of the antecedents of trust in cross-sector R&D projects, in EGOS 2007 : Beyond waltz - dances of individuals and organization. Proceedings of the 23rd European Group for Organizational Studies colloquium, Vienna, Austria, 5 - 7 July., European Group for Organizational Studies, [Berlin, Germany].

Attached Files
Name Description MIMEType Size Downloads

Title The dance of trust in high risk multi-partner collaborations : an exploration of the antecedents of trust in cross-sector R&D projects
Author(s) Couchman, Paul K.
Fulop, Liz
Conference name European Group for Organizational Studies. Colloquium (23rd : 2007 : Vienna, Austria)
Conference location Vienna, Austria
Conference dates 5-7 Jul. 2007
Title of proceedings EGOS 2007 : Beyond waltz - dances of individuals and organization. Proceedings of the 23rd European Group for Organizational Studies colloquium, Vienna, Austria, 5 - 7 July.
Editor(s) [Unknown]
Publication date 2007
Conference series European Group for Organizational Studies Colloquium
Publisher European Group for Organizational Studies
Place of publication [Berlin, Germany]
Summary This paper explores the dance of trust in cross-sector R&D collaborations, and does so by drawing on a multi-method study (involving qualitative research, case studies and a survey of project leaders) of the Australian Cooperative Research Centre (CRC) Program. R&D collaborations formed under this Program involve two main types of risk, venture or performance-related and relational, and these are problematic given power, information and risk impact asymmetries among the partners. Within the CRCs these risks are addressed through formalisation, employing the “right people”, and through relationship building. Trust (theorised following Sako as a multi-dimensional construct) is central to these processes. Where trust is formed among CRC participants, and is reinforced over repeated interactions, then relational and performance risks cease to become a major concern for CRC managers. In the CRCs, trust is formed and sustained as a multi-level process. Engagement and relationship commitment is achieved at an organizational level, and partner reputation, credible commitments and the institutional context are important factors here. At the project level, trust, in conjunction with a task focus, leads to a positive collaboration experience and this is associated with positive project outcomes. Within CRC projects, capabilities for communication and cross-sector management are important for the formation and maintenance of trust. The paper concludes by discussing the managerial implications of the study’s findings and by identifying areas for further research and conceptual development.
Language eng
Field of Research 150399 Business and Management not elsewhere classified
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category E1.1 Full written paper - refereed
Copyright notice ©2007, EGOS
Persistent URL http://hdl.handle.net/10536/DRO/DU:30034926

Document type: Conference Paper
Collection: School of Management and Marketing
Connect to link resolver
 
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.

Versions
Version Filter Type
Access Statistics: 85 Abstract Views, 3 File Downloads  -  Detailed Statistics
Created: Mon, 30 May 2011, 10:40:03 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.