Client–project manager engagements, trust, and loyalty
研究了项目经理在不同认知和情感信任条件下如何影响客户忠诚，发现可靠的项目绩效和面向服务的组织公民行为分别提升客户忠诚意向和二次保留。
Abstract This study addresses the behaviors of project managers under various conditions of cognitive and affective trust, and the implications for obtaining client loyalty. Theoretical foundations were drawn from interpersonal and interorganizational trust literature. A test of the proposed theoretical framework was conducted in a field setting utilizing a matched design of both project managers and their clients. The results show that reliable project performance positively impacted client loyalty intentions and service‐oriented OCBs positively impacted client secondary retention. An interaction showed that in low cognitive trust situations the project manager behavior of reliable project performance facilitated the obtainment of client loyalty intentions. Implications for research and practice are discussed. Copyright © 2004 John Wiley & Sons, Ltd.