The soft systems approach to understanding trust in alliances in Australia

Alliances are complex projects with high levels of risk and uncertainty. Despite the pain share and gain share commercial arrangement in alliances, Trust is still an issue between the Alliancing Leadership Team (ALT) and Alliancing Management Team relationship (AMT). Although the concept and components of trust have been discussed by various researchers, the characteristic of trust under different situations has not been tested within the procurement research domain. Based on semi-structured interviews with the members of the ALT and AMT of an alliance project in Australia the underlying trust based relationships between the AMT and ALT were investigated using the Soft Systems Methodology (SSM). Results demonstrate that cognitive, affect, system and cognitive-affect based trust are mediated by common good, needs, sharing, breach temptation and mishap situations. This research demonstrates that the adversarial culture of the Australian construction industry cannot be changed by the implementation of trust principles alone. The culture of suspicion dominating the ideological view of the construction industry requires organizational learning between alliance parties to execute appropriate behaviours, aligned with the alliancing philosophy, to effectively achieve ideal collaboration