While few authors have addressed them directly, many relevant observations have been made. In the process we review what the project stakeholder literature has said about these issues. We also consider five value creation elements and the cognitive and emotional responses at touchpoints. These experiences shape around three types of touchpoints: project organization owned stakeholder owned and social/external context. We then identify that project stakeholders go through a four-stage experiential journey: pre-project tendering project delivery and post project. Key elements of customer experience are relationships, trust and value creation and we consider what those mean for stakeholder experience. Stakeholder experience will involve cognitive, emotional, behavioural and social responses at touchpoints through the project. Drawing on the customer experience literature we consider the stakeholders experience by using customer experience as a metaphor. In this article we consider stakeholder experience through the stakeholder's contact journey with a project. Both the theoretical model and the empirical evidence will provide support for contracting parties to develop relational trust in construction projects. Reduced conflict perception and aroused affection contribute to the attribution process, analytically and intuitively.
The results suggest that the counterparty's relational behaviors-which are cooperative behaviors outside of contractual enforcement-will trigger individuals' dispositional attribution, resulting in positive expectations for their counterparty's trustworthiness. Data collected from 310 practitioners through a questionnaire survey were analyzed with hierarchical multiple regression and Sobel Test. Seven hypotheses were proposed and tested. A dual-attribution model of trust development was developed based on the attribution theory and the dual-process theory. This research investigated how individuals make inferences about the counterparty's trust-worthiness from the party's cooperative behaviors. However, few studies have purposely examined the individual's psychological process in trust development between contracting parties. The importance of understanding individuals' psychology when studying interorganizational trust has been increasingly acknowledged by researchers in the construction industry.
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