Trust in Value Co‐Creation Strategies: Moving Toward a Conceptualization We Can Trust

Abstract

Within the relational view, trust is a vital governance mechanism. Trust enables companies to: (1) mitigate safeguarding, (2) establish efficient resource-sharing routines, and (3) integrate and leverage complementary competencies for collaborative advantage. As a central psychological construct, extensive research across diverse domains has posited multitudinous trust definitions. Yet substantive inconsistencies exist in conceptualizations of interorganizational trust. Focusing on the supply chain management (SCM) domain, Whipple et al. (2013) find that despite agreement that trust is a nuanced, multifaceted phenomenon, 39 of 42 articles operationalized trust as a single construct. Whipple et al. argue that extant trust scales are underdeveloped, suggesting we cannot trust them. We continue this dialogue commenting on the consequences of trust conceptualizations and propose a new lens to help us better measure and manage trust as an enabler of value co-creation.

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