Transferring trust between projects in inter-organisational relations – A case study in the Norwegian construction industry

Abstract This thesis sets forth to provide a more nuanced and rich understanding of the trust transfer concept. Based on secondary data and semi-structured interviews with 28 participants from a repeat collaboration (embedded single case study) in the empirical context of the Norwegian construction industry, how trust transfer takes place between projects in inter-organisational relations was explored. Applying an abductive approach, the researchers constantly went ‘back and forth’ between theory and continuing research, resulting in a study providing rich insights to the trust transfer research stream. New and interesting insights into especially three topics related to trust transfer were attained: boundary spanning people’s characteristics, boundary spanning groups enabling trust transfer, and a willingness to transfer perceptions of trustworthiness. The chief insights derived from our study are threefold. First, the shadow of the past and the shadow of the future are conditional for the transfer of trust. Second, boundary spanning individuals and groups are enablers of trust transfer. Their individual characteristics are acknowledged to enable the transfer, and boundary spanning structures are regarded to further strengthen the transferring effect of the boundary spanning people by posing as an arena for such. Third, all ‘parts’ of trust (perceived ability, benevolence, and integrity) are able to transfer between projects both on the individual and organisational level, reinforced by a willingness of individuals to transfer the assessments of trustworthiness. Our research offers the scholarly field valuable, nuanced insights addressed through theoretical implications, emphasising the concept of trust transfer and boundary spanners’ effect on such. Additionally, a range of fruitful avenues for further research is proposed in this regard. Practical implications include managers’ prospective utilisation of boundary spanning people by acknowledging the individual, identified set of transfer enabling characteristics. Moreover, recognising that by being both transparent and opaque, boundary spanning groups have the capability to enable trust transfer. Keywords: Trust, trust transfer, transference, inter-organisational relations, project-based organisation