Purpose: This study aims to explore the combined strategies leading to successful repair of two types of trust in Chinese construction projects and provide an effective guidance and control trust repair in construction projects. During the research period, the author interviewed 150 managers from 50 Chinese construction projects and collected details of 125 violations. The research examines the effect of combined strategy of trust repair in Chinese management scenario. Design/methodology/approach: This study adopted a mixed, quantitative, qualitative and exploratory approach. The author first extracted six strategies, namely, apology, denial, penance, communication, promise and compensation, from the literature review and generalization. Then, the author conducted an interview with 150 managers from 50 China construction projects. And the author analyzed the data through qualitative comparative analysis (QCA). Findings: When competence-based trust is broken, violators should adopt communication and promise, demonstrate their competence and qualification, and change the attributions of competence from the trustor. When integrity-based trust is broken, violators should apologize, actively admit the mistake, show a positive attitude and seek the forgiveness from the trustor. After reconstructing trustors' perceptions of competence or integrity, violators should also make a promise to trustors for the future. The result of this research not only illustrates the sufficiency and necessity of a single strategy for trust repair but also explores the combination of trust repair strategies that rebuild the trust. Research limitations/implications: This study is limited to 50 construction projects in the Chinese construction context, so conclusions are limited in application. Data used in this research did not provide an in-depth analysis of trust repair failures. Thus, additional research is needed to explore why trust was not repaired. The study is also limited to examining the Chinese construction project organizations only, and future studies should incorporate organizations in other nations and regions. Practical implications: Compared with using a single strategy, a combined strategy provides a contribution to the future practice of repair broken relationship between construction project organizations. This research helps to organize decisions and benefits managers, from Chinese owners and contractors, in choosing which of these strategies repair trust. The author also provides a specific combination of strategies to repair relationships for international companies that have conflicts with Chinese construction companies. Originality/value: This research is among the early studies in China that preliminary examines the combined strategy of trust repair between Chinese owners and contractors by using causal attribution theory and QCA. This study makes a valuable contribution toward combined strategy in construction project and the knowledge system of trust repair. Future studies could build on the findings from the current study to develop a cross-cultural research on trust repair.
