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Impact of Trust, Commitment, and Openness on Research Project Performance: Case Study in a Research Institute

Author

Listed:
  • Masoumeh Ghazinejad

    (Department of Mechanical and Industrial Engineering, Faculty of Engineering, Norwegian University of Science and Technology, Trondheim 7491, Norway)

  • Bassam A. Hussein

    (Department of Mechanical and Industrial Engineering, Faculty of Engineering, Norwegian University of Science and Technology, Trondheim 7491, Norway)

  • Youcef J. -T. Zidane

    (Department of Mechanical and Industrial Engineering, Faculty of Engineering, Norwegian University of Science and Technology, Trondheim 7491, Norway)

Abstract

This study focuses on three important shared values—trust, openness, and commitment—and examines the impact of these values on project performance and outcomes, specifically for science and innovation research projects. To this end, 12 in-depth interviews were conducted with researchers, research managers, and research leaders at the largest research institution in Scandinavia. The findings indicate that the three values (trust, openness, and commitment) are practiced at this research institution and are essential to effective teamwork. The findings also show that trust and openness promote shared understanding, and encourage commitment.

Suggested Citation

  • Masoumeh Ghazinejad & Bassam A. Hussein & Youcef J. -T. Zidane, 2018. "Impact of Trust, Commitment, and Openness on Research Project Performance: Case Study in a Research Institute," Social Sciences, MDPI, vol. 7(2), pages 1-11, January.
    • Handle: RePEc:gam:jscscx:v:7:y:2018:i:2:p:22-:d:129298
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    References listed on IDEAS

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    1. Donald L. Ferrin & Kurt T. Dirks, 2003. "The Use of Rewards to Increase and Decrease Trust: Mediating Processes and Differential Effects," Organization Science, INFORMS, vol. 14(1), pages 18-31, February.
    2. Turner, J. Rodney & Müller, Ralf, 2004. "Communication and Co-operation on Projects Between the Project Owner As Principal and the Project Manager as Agent," European Management Journal, Elsevier, vol. 22(3), pages 327-336, June.
    3. Benoit Aubert & Barbara L. Kelsey, 2000. "The Illusion of Trust and Performance," CIRANO Working Papers 2000s-03, CIRANO.
    4. Bassam A. Hussein & Kristin H. Hafseld, 2016. "Organisational influences impacting user involvement in a major information system project: a case study in a governmental organisation," International Journal of Project Organisation and Management, Inderscience Enterprises Ltd, vol. 8(1), pages 24-43.
    5. Jeffrey H. Dyer & Wujin Chu, 2003. "The Role of Trustworthiness in Reducing Transaction Costs and Improving Performance: Empirical Evidence from the United States, Japan, and Korea," Organization Science, INFORMS, vol. 14(1), pages 57-68, February.
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    Cited by:

    1. Theresa Obuobisa-Darko & Victoria Tsedzah, 2021. "Human Resource Development Climate and Employee Engagement in Developing Countries," International Journal of Business and Management, Canadian Center of Science and Education, vol. 14(6), pages 150-150, July.
    2. Mustafa S. Al-Tekreeti & Salwa M. Beheiry & Vian Ahmed, 2021. "A Framework for Assessing Commitment Indicators in Sustainable Development Decisions," Sustainability, MDPI, vol. 13(9), pages 1-21, May.
    3. Dorota Kuchta & Stanisław Stanek, 2020. "Application of Simulation to Selecting Project Strategy for Autonomous Research Projects at Public Universities," Administrative Sciences, MDPI, vol. 10(1), pages 1-23, March.

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