This article examines the alleged links between ‘partnership’ forms of managing workplace relationships in Britain and the development of intra‐organisational ‘trust’. The potential for mutually complementary linkages between the two are clear, in theory at least. Partnership should produce, nurture and enhance levels of interpersonal trust inside organisations, while trust legitimates and helps reinforce an organisation's ‘partnership’. Qualitative evidence drawn from the self‐reports of key participants in three unionised partnership organisations provides some support for the claimed linkages. But it also highlights weaknesses, discrepancies and pitfalls inherent in the process of pursuing trust through partnership. These offer insights into the process for managers, trade union officials, employee representatives and policy‐makers, as well as suggesting avenues for future research using trust as a theoretical framework.
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