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When We Trust Too Much, Martin Mathews

Martin Mathews

This paper examines questions concerning the creation of trust in mature industrial district in south-east France; notably the quality of intra-district exchanges when compared with extra-district exchanges. The consequences of trusting habits learnt and reinforced in a highly socialised environment are highlighted. Finally, a suspension mechanism, that of identity and role, that SME managers employ in order to reduce uncertainty will be discussed. Results demonstrate that managers have solid foundations on which they may base their local trust decisions. However, they frequently transfer their trusting attitudes to external partners in the absence of such solid foundations. The consequences of this …