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Although the importance of trust in creating and maintaining interorganizational relationships has been acknowledged, little research has focused on the processes leading to the development of trust in international strategic alliances. This article addresses this shortcoming and reports the results of field research on the evolution of AMRAD Pharmaceuticals, a strategic alliance between U.S. and Australian biomedical firms. Based on this case study, a process model of trust is developed which describes how trust can be created and expanded between strategic alliance partners, and its implications for alliance performance. Propositions are developed to motivate and guide future empirical investigation.