The influence of trust networks on public–private partnership project performance

Abstract

Trust relationships can improve the performance of public–private partnership projects, but current research often starts from a dual perspective of the project owner and contractor. Since there are many stakeholders in each project, it is more reasonable to consider the network structure of trust relationships from the perspective of social network theory. Given the lack of research in this area, a study was undertaken to reveal the relationship between trust network, opportunistic behaviours and project performance among all participants in public–private partnership projects. Partial least squares structural equation modelling was used to analyse the data from 193 valid questionnaires. It was found that the density and stability of trust networks were negatively correlated with opportunistic behaviour and positively correlated with project performance. However, the centralisation of networks was positively correlated with opportunistic behaviour and negatively correlated with project performance. These conclusions are helpful in optimising public–private partnership project performance from the perspective of stakeholder management and trust network governance.