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Full-Text Articles in Business
Building And Rebuilding Trust: Why Perspective Taking Matters, Michele Williams
Building And Rebuilding Trust: Why Perspective Taking Matters, Michele Williams
Michele Williams
[Excerpt] There is growing interest surrounding the function of perspective taking in social interactions and organizational life. In this chapter, I examine the role of perspective taking in trust building and trust repair. Whereas some researchers focus on the ability of perspective taking to elicit sympathy, concern, and cooperative behavior (Batson, Turk, Shaw, & Klein, 1995; Parker, Atkins, & Axtell, 2008; Parker & Axtell, 2001), others focus on the strategic impact of perspective taking (Epley, Caruso, & Bazerman, 2006; Galinsky, Maddux, Gilin & White, 2008; Galinsky & Mussweiler, 2001). I build on both streams of research by examining work that …
Perspective Taking Building Positive Interpersonal Connections And Trustworthiness One Interaction At A Time, Michele Williams
Perspective Taking Building Positive Interpersonal Connections And Trustworthiness One Interaction At A Time, Michele Williams
Michele Williams
There is growing interest in the role of perspective taking in organizations. Perspective taking has been linked to enhanced interpersonal understanding and the strengthening of social bonds. In this chapter, I integrate research from sociology, communications, and psychology to provide insight into why, when, and how perspective taking facilitates the relational resources of positive connections and trustworthy actions. I introduce the importance of a three-dimensional view of perspective taking for building relational resources and present data validating this conceptualization. I conclude with directions for future research.
Cynicism In Negotiation: When Communication Increases Buyers’ Skepticism, Eyal Ert, Stephanie J. Creary, Max H. Bazerman
Cynicism In Negotiation: When Communication Increases Buyers’ Skepticism, Eyal Ert, Stephanie J. Creary, Max H. Bazerman
Stephanie J. Creary
The economic literature on negotiation shows that strategic concerns can be a barrier to agreement, even when the buyer values the good more than the seller. Yet behavioral research demonstrates that human interaction can overcome these strategic concerns through communication. We show that there is also a downside of this human interaction: cynicism. Across two studies we focus on a seller-buyer interaction in which the buyer has uncertain knowledge about the goods for sale, but has a positive expected payoff from saying “yes” to the available transaction. Study 1 shows that most buyers accept offers made by computers, but that …
Generational Diversity Can Enhance Trust Across Boundaries, Michele Williams
Generational Diversity Can Enhance Trust Across Boundaries, Michele Williams
Michele Williams
In interorganizational project teams, generational diversity among team members undermines the experience of trust within demographically similar dyads but enhances the experience of trust within demographically dissimilar dyads.
An Investigation Of Authentic Leadership's Individual And Group Influences On Follower Responses, Carol Gill, Arran Caza
An Investigation Of Authentic Leadership's Individual And Group Influences On Follower Responses, Carol Gill, Arran Caza
Carol Gill
In this study, we investigated and clarified aspects of the multilevel nature of Authentic Leadership (AL) and its effects on followers. Specifically, we hypothesized that AL would have distinct effects through both personalized AL (P_AL), which is a leader’s direct effect on a follower, and through generalized AL (G_AL), which is a leader’s indirect or group-based effect on a follower as a result of leadership effects among the follower’s coworkers. These hypotheses were consistent with a complete review of the empirical literature on AL’s effects and the results from a sample of leaders and followers working in a large multinational …
Guanxi Vs Networking: Distinctive Configurations Of Affect And Cognition Based Trust In The Networks Of Chinese Vs American Managers, Roy Chua, Michael W. Morris, Paul Ingram
Guanxi Vs Networking: Distinctive Configurations Of Affect And Cognition Based Trust In The Networks Of Chinese Vs American Managers, Roy Chua, Michael W. Morris, Paul Ingram
Roy CHUA
This research investigates hypotheses about differences between Chinese and American managers in the configuration of trusting relationships within their professional networks. Consistent with hypotheses about Chinese familial collectivism, an egocentric network survey found that affect- and cognitionbased trust were more intertwined for Chinese than for American managers. In addition, the effect of economic exchange on affect-based trust was more positive for Chinese than for Americans, whereas the effect of friendship was more positive for Americans than for Chinese. Finally, the extent to which a given relationship was highly embedded in ties to third parties increased cognition-based trust for Chinese but …
Embeddedness And New Idea Discussion In Professional Networks: The Mediating Role Of Affect-Based Trust, Roy Y. J. Chua, Michael W. Morris, Paul Ingram
Embeddedness And New Idea Discussion In Professional Networks: The Mediating Role Of Affect-Based Trust, Roy Y. J. Chua, Michael W. Morris, Paul Ingram
Roy CHUA
This article examines how managers' tendency to discuss new ideas with others in their professional networks depends on the density of shared ties surrounding a given relationship. Consistent with prior research which found that embeddedness enhances information flow, an egocentric network survey of mid-level executives shows that managers tend to discuss new ideas with those who are densely embedded in their professional networks. More specifically, embeddedness increases the likelihood to discuss new ideas by engendering affect-based trust, as opposed to cognition-based trust. Implications for network and creativity research are discussed.
Effects Of Cultural Ethnicity, Firm Size, And Firm Age On Senior Executives’ Trust In Their Overseas Business Partners: Evidence From China, Crystal X. Jiang, Roy Y. J. Chua, Masaaki Kotabe, Janet Y. Murray
Effects Of Cultural Ethnicity, Firm Size, And Firm Age On Senior Executives’ Trust In Their Overseas Business Partners: Evidence From China, Crystal X. Jiang, Roy Y. J. Chua, Masaaki Kotabe, Janet Y. Murray
Roy Chua
We investigate trust relationships between senior business executives and their overseas partners. Drawing on the similarity-attraction paradigm, social categorization theory, and the distinction between cognition- and affect-based trust, we argue that executives trust their overseas partners differently, depending on the partners’ cultural ethnicity. In a field survey of 108 Chinese senior executives, we found that these executives have higher affect-based trust in overseas partners of the same cultural ethnicity as themselves; cognition-based trust is associated with affect-based trust differently when overseas partners are of the same or different cultural ethnicity. We also examine the role of relative firm size and …
A Voice Is Worth A Thousand Words: The Implications Of The Micro-Coding Of Social Signals In Speech For Trust Research, Benjamin Waber, Michele Williams, John Carroll, Alex Pentland
A Voice Is Worth A Thousand Words: The Implications Of The Micro-Coding Of Social Signals In Speech For Trust Research, Benjamin Waber, Michele Williams, John Carroll, Alex Pentland
Michele Williams
While self-report measures are often highly reliable for field research on trust (Mayer and Davis, 1999), subjects often cannot complete surveys during real time interactions. In contrast, the social signals that are embedded in the non-linguistic elements of conversations can be captured in real time and extracted with the assistance of computer coding. This chapter seeks to understand how computer-coded social signals are related to interpersonal trust.
Sweet Little Lies: Social Context And The Use Of Deception In Negotiation, Mara Olekalns, Carol T. Kulik, Lin Chew
Sweet Little Lies: Social Context And The Use Of Deception In Negotiation, Mara Olekalns, Carol T. Kulik, Lin Chew
Mara Olekalns
Social context shapes negotiators’ actions, including their willingness to act unethically. In this research, we test how three dimensions of social context – dyadic gender composition, negotiation strategy, and trust – interact to influence one micro-ethical decision, the use of deception, in a simulated negotiation. To create an opportunity for deception, we incorporated an indifference issue – an issue that had no value for one of the two parties – into the negotiation. Deception about this issue was least likely to be affected by trust or negotiation strategy in all-male dyads, suggesting that dyads with at least one female negotiator …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Common Criteria Meets Realpolitik Trust, Alliances, And Potential Betrayal, Jan Kallberg
Common Criteria Meets Realpolitik Trust, Alliances, And Potential Betrayal, Jan Kallberg
Jan Kallberg
Common Criteria for Information Technology Security Evaluation has the ambition to be a global standard for IT-security certification. The issued certifications are mutually recognized between the signatories of the Common Criteria Recognition Arrangement. The key element in any form of mutual relationships is trust. A question raised in this paper is how far trust can be maintained in Common Criteria when additional signatories enter with conflicting geopolitical interests to earlier signatories. Other issues raised are control over production, the lack of permanent organization in the Common Criteria, which leads to concerns of being able to oversee the actual compliance. As …
Perspective Taking: Building Positive Interpersonal Connections And Trustworthiness One Interaction At A Time (Download Perspective Taking Survey Items), Michele Williams
Perspective Taking: Building Positive Interpersonal Connections And Trustworthiness One Interaction At A Time (Download Perspective Taking Survey Items), Michele Williams
Michele Williams
There is growing interest in the role of perspective taking in organizations. Perspective taking has been linked to enhanced interpersonal understanding and the strengthening of social bonds. In this chapter, I integrate research from sociology, communications, and psychology to provide insight into why, when, and how perspective taking facilitates the relational resources of positive connections and trustworthy actions. I introduce the importance of a three-dimensional view of perspective taking for building relational resources and present data validating this conceptualization: I conclude with directions for future research.
Leadership & Organizational Change, Terri A. Scandura Phd, Monica Sharif
Leadership & Organizational Change, Terri A. Scandura Phd, Monica Sharif
Terri A. Scandura
In recent years, change has occurred within almost all organizations. Downsizing, relocations, restructuring, technological changes, mergers, process-oriented changes and people-oriented changes are happening on a daily basis. Therefore it is necessary to study the influence organizational change has on important organizational variables. We conducted a study examining reactions to different types of organizational change. We specifically looked at the extent to which employees trust their organization during different types of organizational change.
Fostering The Innovative Behaviour Of Sme Employees: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto
Fostering The Innovative Behaviour Of Sme Employees: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto
Matthew J Xerri
Although developing the innovative behaviour of employees is considered to contribute to improving organisational efficiency and effectiveness, very little is known about innovative behaviour within the context of small to medium enterprises (SMEs). Human resource managers who are able to develop the innovative behaviour of employees create an opportunity in which an employee's behaviour can be aligned with organisational goals. This study explores several antecedents contributing to the innovative behaviour of employees. The findings confirm that the organisational factors tested affect both the innovative behaviour of employees and the innovative culture that supports innovative behaviour in the workplace. These findings …
Mindsets: Sensemaking And Transition In Negotiation, Mara Olekalns, Philip L. Smith
Mindsets: Sensemaking And Transition In Negotiation, Mara Olekalns, Philip L. Smith
Mara Olekalns
A negotiation’s opening moments are characterized by high levels of uncertainty. During this phase, individuals screen each other’s behavior for clues about underlying goals and motives. Much of this information is conveyed implicitly by the language that negotiators use. The words they choose and the way they respond to the other party provide important clues about negotiators’ dominant goals and strategy preferences. At the same time, negotiators use incoming information to assess the other party’s intentions. In negotiation, this uncertainty resolves itself into questions about the other party’s trustworthiness. Because negotiations are characterized by a vulnerability to the actions of …
The Innovative Behaviour Of Employees Within A Small To Medium Sized Enterprise: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto, Kate Shacklock
The Innovative Behaviour Of Employees Within A Small To Medium Sized Enterprise: A Social Capital Perspective, Matthew J. Xerri, Yvonne Brunetto, Kate Shacklock
Matthew J Xerri
This research comprises an examination of some organisational factors that affect the transfer of knowledge used to develop the innovative behaviour of employees within a small-to-medium sized enterprise (SME). In particular, this research uses the dimensions of Social Capital Theory as a lens to provide insight into the relationship between tie strength (social networks), experience of trust and culture as well as their impact upon the innovative behaviour of employees. This study proposes a model that outlines and tests the impact of these three organisational factors upon the innovative behaviour of employees within an SME. In order to address the …
In Whom We Trust: Group Membership As An Affective Context For Trust Development, Michele Williams
In Whom We Trust: Group Membership As An Affective Context For Trust Development, Michele Williams
Michele Williams
Examining the ways in which affect impacts the trust that develops between members of dissimilar groups broadens the study of trust development. People's perceptions of their own interdependence with other groups influence both their beliefs about group members' trustworthiness and their affect for group members. I propose that this affect, in turn, influences interpersonal trust development through multiple paths: cognitive, motivational, and behavioral. Using literature on social information processing, emotion, and intergroup behavior, I elucidate the social and affective context of trust development.