Blending service provider–client project teams to achieve client trust: Implications for project team trust, cohesion, and performance

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Abstract

The objective of the present research is to examine the effectiveness of “teaming with the client,” using blended service provider–client teams as an organizational strategy for achieving effective co-production engagements. The results show that having a blended team creates a more trusting relationship between the project manager and client. The client's trust results in greater team trust, team cohesion, and team performance. However, the research also demonstrates an important limitation to the use of blended teams. In blended teams, when the client does not trust the project manager, significant problems arise for the team itself as compared to non-blended teams.

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