How to create trust quickly: A comparative empirical investigation of the bases of swift trust

Frens Kroeger, Girts Racko, Brendan Burchell

    Research output: Contribution to journalArticlepeer-review

    10 Citations (Scopus)
    113 Downloads (Pure)


    Swift trust has long been considered of critical importance to the work of project teams and other forms of temporary organizing, but research has remained heavily fragmented in regard to its antecedents or bases. This contribution conducts a sys- tematic review of the literature and derives from it seven possible bases of swift trust. The relative significance of each of these bases is tested through a survey of 172 project managers. Its findings allow for the distillation of the bases of swift trust into three coherent thematic blocks of different significance in the creation of swift trust. Bases related to team composition exert the strongest effects, whereas reputational and institutional information demonstrates much more limited effects, and action-related bases of swift trust are shown to be largely irrelevant.These find- ings contribute to a deeper understanding of the formation of swift trust and resolve existing tensions found in the literature.
    Original languageEnglish
    Pages (from-to)129-150
    Number of pages22
    JournalCambridge Journal of Economics
    Issue number1
    Early online date16 Sept 2020
    Publication statusPublished - 1 Jan 2021

    Bibliographical note

    This is a pre-copyedited, author-produced version of an article accepted for publication in Cambridge Journal of Economics, following peer review. The version of record [insert complete citation information here] is available online at:

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    • Project management
    • Swift trust
    • Temporary groups
    • Temporary organizing
    • Trust building

    ASJC Scopus subject areas

    • Economics and Econometrics


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