Note: Page numbers in italic refer to Figures; page numbers in bold refer to Tables
accounts, aiding trust repair 273, 288
actor-observer effect 260
affect-based trust: about 3–4; confounding relationship, effect 7–8; consequences of 5; correlation with cognition-based trust 7; cross-cultural differences in 6; current findings on 4–6; emotional contagion of 9–10; empirical evidence for 5–7; and friendship, career guidance ties 80; as information 9; McAllister on 172; mediating interpersonal trust 90; relational approach to 546; and relationships 4–5; roles of 6–7; similar to benevolence 172–3; as social information 10–11; and swift trust 36–7, 38; see also cognition-based trust
affect infusion model 174
affective events theory 174
analysis, levels of 145
anchoring events 23, 203–4, 207
anger/aggression: and attribution of unintentionality 525, 526; defined 530n2; factors affecting 524–6, 531n3; increase of 527; integrative model for 526–8; moderating role of trust 524, 526–7; within organizations, teams 522–3; origins of, motives for 524–5; research directions for 528–30; secondary, tertiary prevention of 529
antecedents, of distrust 53–54
antecedents, of trust 163, 165, 393
apologies 249, 253–4, 255, 272–3, 274, 288, 307
approach behaviour 14
attachment, affecting trust 81
attitudes, as trust signal 470
attribution bias 544
attribution of unintentionality 525, 526
attribution style theory 261–2
attribution theories: about 245–6; and actor-observer effect 260; and attribution style theory 261–2; casual schema theory 252–3; closing research gaps 262–3; and conflict, trust violations 151; correspondent inference theory 248–9; covariation theory 249–51; discounting/augmentation principles 251–2; as framework in trust research 246–62; and fundamental attribution error 259; of Heider 246–8; and inter-team trust 115; and intrateam trust 109, 119; schematic model of dispositional attribution 253–5; self-perception theory 258; and self-serving bias 261; suspicion theory 257–8; and trust level 527; Weiner’s 255–7
avoidant behaviour 14
banks, financial services: about 350–1; broad scope trust in 352; data on trust in 352–5; decline of trust in 352–3; narrow scope trust in 351; researchers’ findings on 355–7; trust violation by 348–50
behavioural approach, teaching 542, 544–5
benefit-risk sharing 5
benevolence 163, 164, 169, 172–3, 509
bounded rationality 542, 543–4, 545
BP 291
business angels, and trust 415–16
business-to-business (B2B) transactions 228–9
calculus-based trust model 19–20
causal ascription 288
causal attribution 288
charisma, in leaders 460
children, developing trust 166
CIPD report 290
citizens: association membership generating trust 146; declining trust of 469; doing online surveillance 402; goodwill and competence for 475–6; and government transparency 291–2; signals, evidence of trust by 470–2; studies needed on behaviours 478; surveillance of 472–3
Civility, Respect and Engagement at the Workplace (CREW) 530
cognition-based trust: consequences of 5; correlation with affect-based trust 7; in IT 401; in leadership 458; leading to affect-based trust 4, 5, 86; mediating interpersonal trust 90; relational approach to 546; roles of 6–7; and swift trust 32, 34, 38; and task advice, career guidance ties 80; see also affect-based trust
cognitive dissonance theory 146
collective laissez faire (CLF) 383
communication: affecting interpersonal trust 81; conveying affect 9–10; inter-team trust 115–16; online 39, 395; and swift trust 32–5, 34; between trustor, trustee 79; in virtual teams 111–12, 114, 307–8, 396
comparisons, affecting trust 80
competence development 371
competence trust 509
conflict management theory 115
conflict resolution 81
consequences, of distrust 54
consequences, of interpersonal trust 81, 82–5, 86–7
consumer trust: in food producers, traders 441–4; of food supply 440–1; in online organizations 398–9; role of context in 399–400; and third-party certification 446–7; violation of 400; in website characteristics 397–8; see also individual trust
context: and cross-level effects 148; defined 143; and demography 147; in generalized and political trust 146; and multilevel trust research 144; research opportunities in 512, 516, 538–9
contextual mapping exercises 544
contracts, and trust: business-to-business (B2B) transactions 228–9; classical vs. neoclassical 230–2, 238; complements vs. substitutes 233–8, 234, 235, 237; empirical papers on 232–3; empirical review of 243–4; researching underlying mechanisms 238–9; transaction cost economics (TCE) 228, 230; using trust plus formal controls 229
control 454, 472, 473–4: formal 229, 289, 430, 507, 512–13; informal 507, 511, 512; input 508; managerial 328, 362, 366, 367, 369, 370, 372, 385; social 363, 417
control-trust dynamics: as complements or substitutes 510, 512; conceptualizing control for 507–8; conceptualizing trust for 508–9; contextual influences on 513; control affecting trust 510–11; control perceptions 515; defined 506; distinct concepts of 509–10; examining contextual factors 516; under extreme conditions 515–16; implementation of control 511–12; and performance 512–13; reasons to research 506–7; relationship length affecting 513; research directions for 514–16; trust influencing cooperation 5, 130–1, 271–2, 455
coordination 131
correspondent inference theory 248–9
creativity 86
credence goods 442
Critical Trust Model 426
cross-level effects: across trust levels 117; conflicts, trust violations in 150–1; on coworkers 147–8, 152; in generalized and political trust 145–7; interfirm 150–1; lack of knowledge on 152; on leadership 148–9, 152; on management, organization 149–50; in multilevel trust 144; research on 119; on teams 148–9; on trust in HRM 487; see also multilevel trust
cultural turn 439
culture: adapting to subordinates 247; affecting forgiveness 303–4; ESEN impacting 524–5; influencing control and trust 513; influencing trust in leaders 76, 78; influencing trust in management 150; influencing trust in safety context 432–3; organizational 290, 357; team 525–6, 528–30
damaged identity 310
decision-making, joint 5
determinants, of distrust 51, 53–4, 55, 56
determinants, of trust 68, 69–76, 77–81
deterrence-based trust stage 19
direct consensus composition model, of measurement 119
discontinuities, in trust 23, 25
discounting/augmentation principles 251–2
dispersion model, of measurement 119
displaced aggression 118
dispositional trust 166
disruptor exercise 544
distrust 19, 204, 267, 303, 304, 310, 316, 317, 328, 331, 334–5, 340, 424, 426–7, 428, 431–3, 434, 448, 473, 536, 537: affect-based 173; affective responses to 54; applications of research 58; as building block 473; conceptualizing 50, 51, 53; constructive 341, 341; contributing to safety 424, 426–7, 431–4; defined 50, 304, 349, 424; development of 21, 211–2, 316; and food supply scares 448; and forgiveness 304–8; in healthcare institutions 333, 336; identification-based 21, 22; intergroup research needed 57; interpersonal 67; interteam 115, 116; and job insecurity 381; leading to aggression 526; as low trust 51; managerial control and 367–9; models of 53–6, 57; methodological issues in study of 57–8; and negative anchoring event 203, 204; negative consequences of 54; negative expectations 14; non-take-up as 472; as orthogonal to trust 52; patient 335–6, 339, 342; pervasiveness issue 56–7; as precondition to trust 52; process models of 23–4, 55; punctuated threshold models of 55–6; reducing 473, 474; regulation 212–13; repair 302; in social exchange networks 211–12; as a self-reinforcing cycle 52; spiral of 55; stifling 339–40, 341; at team level 531n6; tipping point of 52; trigger 203, 205; vs. trust 14, 25, 51, 56, 304–5, 424; value-based 22; variance models of 53–4; see also trust
diversity, studies needed in 499–500
dormant ties, affecting trust 81
economic exchange 200
Edelman Barometer 220
effects, of distrust 54, 55, 473, 536
effects, of trust 33, 78, 112, 115, 148, 149, 152, 168, 177, 209, 223, 236–7, 238, 273, 478, 536
egocentrism 544
Emotional Social Environment (ESEN): about 522; anger affecting 525; of bullying 529; coping with aggressive behaviour 528–9; hostile attribution developing in 523; impacting team culture 524, 526, 527; understanding process of 530
emotions, as affect 173, 288, 497
Employee Involvement (EI) programme 382
employee-organizational relationship (EOR) frameworks 204–9, 211–12, 212–13
employees 81
employment relations: about 378–9; collective lasses-faire 383; employer approaches to 206; evidence for low trust 386–7; high, low discretion of trust 381; labor management strategies 380–3; Marxist perspective on 380; and organizing strategies 385; and partnership 385; present state of 376–7; trade union immunities 383; trade unions, and trust 379–80, 383–6; and trust 209; trust perspectives 378–80; worker solidarity 382–3; workers’ trust perspectives 382
Employment Relationship (ER) model 209
employment rights 384
Employment Social Environment (ESE) 523
entrepreneurship: communal relationship schemas in 411; financial trust 415–17; institutional trust 414–15; internal, external trust 415; inter-organizational trust 417–18; intra-organizational trust in 412–13; method of studying trust in 409–11; relevance of trust in 418–19; research opportunities in 413–14, 414–15, 416–17, 417–18; teams, and trust 411–14; trust in process of 408–9; and trust research 410
equivalence, of gift exchange 198
ethics 224, 357, 444–6, 461–2, 542
ethnicity, and trust 416; see also culture; race
excuses 273
exit, as lack of trust 472
expectations: confident negative 50, 204, 304, 349, 424; confident positive 67, 77, 197, 286, 304, 349, 455
experience goods 442
fairness: data for judging 185–6; in fostering trust through control 512; and group membership 183–4; judgment 186–8; of leaders 462; as loyalty predictor 187; and organizational trust 496; phase-shift research 194; research directions for 193–4; of treatment, not outcome 183; as trust predictor 183
Fairness Heuristic Theory: effects of 188; as engrained process 192, 194n2; example of 184–5; judgmental phase of 188–9; and organizational change 496, 499; research on 189–90; and social dilemma 185; use phase 189; using fairness judgments 186–8; and voice arrangement 188; see also heuristics
false consciousness 183
field quasi-experiments 97
firm age, affecting trust 80
food supply: branding in 445–6; building trust in 448; complexity of systems 438–9; as discursive/semiotic production 445–6; farmers’ markets 441, 444; finance for 442; markets for 442; research on trust in 447–9; role of intermediaries in 446–7; as search, credence, experience goods 442; and social inequity 441; supermarkets in 442–3; and third-party certification 446–7; trust in alternatives systems of 444–9
forced (resigned) trust 331
forgiveness: about 302–3; defined 303; degrees of 317; facilitating 316–17; as healing 318–19; hindrances to 307–8, 318; methodological research considerations 317–18; motives for 317; phase-shifting events affecting 306; requiring time 303, 316; systems perspective on 303–4, 307–8; and trust, distrust 304–8; see also trust repair; unforgiveness
franchises, trust in 413
fundamental attribution error 259
fundamental social dilemma 185, 192–3
game theory 22
General Electric 313
generalized trust 145–7, 151, 166, 219, 400
Germanwings Flight 9525 423–4, 424, 428, 429–31, 434–5
Global Financial Crisis (GFC) 348–50, 352, 355–6, 358
goodwill trust 509
government, facilitative 80
Graduated and Reciprocated Initiatives in Tension eduction (GRIT) proposal 250
Group Value Theory 184
in-groups, out-groups 114, 119, 308
guardians of trust 446
healthcare: dimensions of trust in 330–2; forced trust in 330–1; implications of trust, distrust 336–7, 338; manipulation of trust 338–40; research directions for trust, distrust 340–1; right-touch regulation in 341–2; shifting trust in 335–6, 335; trust across levels 332; trust at individual level 332–3; trust at institutional level 334–5
heuristics: as emotional reaction 192; and fundamental social dilemma 192–3; loyalty, prototypicality as 190–2; processing of 175; and trust 163–4, 174–7, 178; see also Fairness Heuristic Theory
high-performance work (HPW) 376
hostile attribution bias 544
Hudson Bay Company 513
human resource management (HRM): about 483; careers, promotions, and trust 493; conflict resolution 495; contracts, pay, rewards 494; cross-level effects in 149; dealing with anger/aggression 529, 530; dismantling trust 381; downsizing, trust during 496–8; employee cycle of 487–8, 488; exit, trust during 498; guanxi practices and trust 79, 487, 494; on high-trust relations 377, 380; HR studies, trust in 489–91; and leadership trust 463–4; learning, development 489–91; organizational development 495–6; performance management 493–4; policy bundles, and trust 484–7, 485–6; pre-entry, selection 488, 492, 499; research directions for 499–500; role in organizational trust 498–9; socialization 492; and trust management 379; trust permeating 483
identification-based trust model 19, 20, 21, 22, 173–4
idiosyncratic deals (i-deals) 205–6, 207–8
impersonal trust 289
individual trust 396–401, 401–3; see also consumer trust
industrial relations 495
information sharing 5
injustice gap 307
Institute of Business Ethics 293–4
institutional theory 150
institutional trust 415: about 219–20; defined 219; dependent on management 509; in food supply 443–4; identity-based 291; importance of stability 222–3; and legal norms 220–2; in multi-country frameworks 223–4; and regulation 224–5; relevance of 225–6; research directions for 225; transparency, accountability for 473; as trust between actors 220–2
institutions, lack of research on 218
integration, of trust levels 116–20
interactions, legalization of 471
International Joint Ventures (IJVs) 513
internet: Future Internet trust concerns 402–3; interpersonal trust in 395–6; lack of face-to-face interaction 394; legal jurisdiction questions on 399, 402; organization characteristics on 398–9; privacy concerns, assurances 394, 399, 402; safety policies for 399; security, privacy 397–8; shift to mobile web 391; social presence cues on 397; and traditional trust theory 392–3; vulnerability, assurance on 393–5; website design, navigation 397
interorganizational relationships (IORs) 510, 512, 513, 514
inter-organizational trust: actors’ roles in 137–8; conceptual tightening for 139–40; cooperation, coordination distinctions 129–31, 140; development of 150–1; integrative perspective for 139; as mechanism 129; and neo-institutional theory 137–8; processual view for 138–9; and rational choice theory 132, 134; research opportunites 418; and social exchange theory 136; and transaction cost theory 134–5; trust perspectives in 132, 133, 134–8
interpersonal indignities 310
interpersonal trust 67, 80, 95, 150, 439, 443: in alternative food markets 444–5; consequences of 68, 81, 82–5, 86–7, 95, 96; contextual factors in 80–1; defined 166, 210; determinants of 68, 69–76, 77–81, 95; as dyad 67; empirical limitations of review 94–5; in food supply 442, 443–4; HR role in 499; on the internet 395–6; as a main effect 92; mediating role of 87, 88–9, 90–2, 96; as a moderator 92, 93, 94, 96; online 391; practical implications of review 97; relationship factors 79–80; research directions for 95–6; review findings on 95–6; review methodology for 67–8; trustee factors 77–8; trustor factors 68, 77; and vulnerability, fear 440; within organizational settings 66, 68, 94
Interpersonal Trust Scale 166
inter-team trust: antecedents of 115–16; and conflict 115; consequences of 116; cooperative approaches to 115; defined 114; effects of co-location 115–16; integrating 116–20; network perspective of 114–15; research directions for 116–17; and self-categorization theory 114, 115; social exchange theory in 115; and social identity theory 114, 115
intra-organizational trust 413, 414
intra-team trust: aiding organizational knowledge creation 112; antecedents of 109–12; asymmetries in 108, 110, 113–14; consequences of 112–13; defined 108, 109; displaced aggression toward teammates 118; feelings of inclusion in 111; and gender 111; and geographic dispersion 111–12; group mind developing in 111; in horizontal relationships 109–10; integrating 116–20; and psychological intimacy 111; related to team performance 113; research directions for 113–14; and social exchange theory 118; and social learning theory 118; sources of 108–9; team views of 109; top-down, bottom-up spill overs in 118; trustperformance debate over 112–13; in vertical relationships 110
justice behaviours 90, 462, 490, 492–4, 496, 499, 512
justifications 273
knowledge sharing 81
knowledge-based trust model 19, 20
Kula 198
leader-member exchange (LMX) theory 109, 149
leadership: authentic 461–2; climate established by 464; cross-level effects 148–9, 152; defined 456; and employee vulnerability 455–6, 458; ethics, and trust in 461–2; GLOBE study of 457, 458; and interpersonal trust 81; judging fairness in 183–90; leader behaviour and trust 459–60; and mediating role of trust 87, 90; outcomes of trust in 149, 456–8; post-abuse 193–4; role of follower in trust 464; servant 461–2; styles influencing trustworthiness 110–11; transformational, transactional 6, 460; trust development in 458–9; and trust erosion 462–3; trust heuristics for 190–2; trust roles in 5–6, 78; trust-building perspective in 514
legal issues 399
media richness theory 114
mediation, and interpersonal trust 87, 88–9, 90–2
mentors 81
meta-cognition, cultural 5
moods, as affect 173
motives, negative attributions of 53
multilevel trust: during conflicts, after violations 153; cross-level predictors, outcomes 144; defined 145; at dyadic level 153–4; levels of analysis for 145; methodological research considerations 154–5; research on 143; theoretical implications for 152–3; trust dispersion concept 154–5; trust emergence 154–5; see also cross-level effects
neo-institutional theory 137–8
neoliberalism 384
New Public Management (NPM) 365, 367, 386
non-entry, as lack of trust 472
novelty, jeopardizing trust 411
Office for National Statistics 376
organizational citizenship behaviours (OCBs): and interpersonal trust 86, 87, 90; inter-team improvements in 116; and leadership trust 457; predicted in multilevel model 149; toward peers 91–2; toward the organization 91–2; and trust development 248
Organizational Support Theory (OST) 206
organizational trust repair: adopting process theory for 296; differences from interpersonal trust repair 285–6; erosion process 356; features of failure 286–7; importance of 284; informal cultural controls for 290–1; institutional perspectives on 296; ontology, epistemology of 294; regulation and formal control approach to 289–90; relational approach to 288–9; research directions for 294–6; routes for models of 294; sense-making approach to 287–8; stage models of 292–4; and structure-agency debate 296; transparency, accountability for 291–2; trust transference for 292; trustors involved in 285–6; see also forgiveness; trust repair
output controls 508
overmatching behaviour 312
Pareto efficiency 150
pay for performance (PfP) 494
Perceived Exploitative Employee-Organization Relationships (PERs) 212
perceived organizational support (POS) 206, 208–9, 210, 212–13
performance, affecting trust 81, 86
perspective-taking exercises 544, 546
physical appearance, trust of 175–7
physical environment, trust of 177
potlatch 198
poverty, and food supply 441
presumptive trust 175
primacy effects, in justice judgments 186, 189–90
priming 118
prisoner’s dilemma 16, 20, 251
privacy, online 394
procedural justice 183–4, 259, 308, 484
process controls 508
process theory of trust 150, 152
professions and professionals, public: about 361–3; collaborative pattern in 368–9, 372; literature review on trust 366–7; manager distrust by 367–9, 372; trust challenges in 364–6; trust in 362–4
protégés 81
prototypicality 191
psychological biases 544
psychological contract 207
psychological contract theory 205
public sector: creating trust, reducing distrust 474–5; digital encounters with 476; need for monitoring trends 479; officials’ mind-sets, routines 476–7; signals, evidence of trust by 472–3, 477–8; socializing newcomers to 478–9; transparency in 474; trust gap with citizens 469; trust-based working in 474, 478; trusting citizens 472–3
quality turn 439
rational choice theory 132, 134
reciprocal trust: about 14–15; asymmetries in 21–2; characteristics of dynamics 17; direction of 18–19; discontinuous growth in 23, 25; in employment relations 381; loci of influence in 20–1; models of 19–21; patterns of trajectories 22–5; as process 67; as self-reinforcing process 15–16; spiral of 16–17, 21, 23, 24–5; thresholds in 23; and time 25; trust-cooperation cycle 15, 16–17; understanding 25–6
reconciliation 315
referent-shift consensus composition model, of measurement 119
reinforcement learning 19
relatedness, and trust 371
relational approach, teaching 543, 545, 546, 546–7
relational contracts 205
Relational Model of Authority 184
relationships, of social exchange 14
reputation 398
Research in Motion (RIM) 105
risk propensity 167, 168, 171, 440
risk society 441
safety-critical contexts: about 425; decision-making process for trust 431; differentiating person from situation 430; emotional markers for trust 428, 434; example of 423–4, 435n2; high-trust, low-trust dilemma in 425–31, 429; integrating high, low trust 428–31, 434; practical implications for trust 433–4; research directions for 431–4; role of trust in 424; self-respect in 433; trust in different groups 428
schematic model of dispositional attribution 253–5
search goods 442
Self Determination Theory (SDT) 370
self-categorization theory 114, 115
self-confirmation bias 544
self-perception theory 258
self-respect, in safety context 433
serial equity 136
shattered assumptions 310
situational normality 175–6, 395
Six Domains Leadership Survey 194n3
social behaviour 199
social capital theory 146
social contructionism, teaching 542–3, 546
social exchange theory: about 197; anchoring events 203–4; and cross-level effects 148, 149, 150; defined 136; development of trust, distrust 211–12; Emerson’s forms of 201; employment relationships 206, 209; EOR frameworks for 204–9; and HRM 484, 492–4, 496, 498–9; idiosyncratic deals (ideals) 205–6, 207–8; individual dispositions to trust 210–11; and inter-organizational trust 136; and inter-team trust 114, 115; and intrateam trust 109, 118; negotiated vs. reciprocal exchange 201–2; and organizational change 496; origins of 198; perceived organizational support (POS) 206, 208–9; power dependence in 200–1; psychological contracts 205, 207; role of trustworthiness 210; seminal contributions to 199–200; theoretical implications for 209–13; trust in 202–3; and trust relationships 152; and trust repair 212–13
social exclusivity, and food supply 441
social identity theory: and cross-level effects 148; and generalized and political trust 146; and inter-firm trust 150; and inter-team trust 114, 115; and trust spill-overs 119
social information processing theory 114, 152
social learning theory 118, 166–7, 528
stress, and aggressive behaviour 526
structural assurance 394
structural equivalence 80
subordinates, and trust 86
swift action starting teams (SWAT) 30
swift trust 29–49; about 29–31; affective-based 36–7, 38; ambiguity, fluidity in 37–8; cognition-based 38; and communication 34; and creative collaboration 36; defined 31; dependent on cognition 32, 34; digital relevance of 39; failure of 33; in healthcare 334; heuristic base for 175; interpersonal relationships in 35–6; managing temporary systems for 31–2; necessary for success 38–9; qualities, conditions needed for 32–3; selected articles on 43–9; types of research on 33; virtual 35
system trust: borrowing, transferring of 447; defined 289; as dependence on experts 364; in food supply 439, 443, 448; HR role in 499; inevitability of 446; online 400; theory on 152, 392–3
systematic processing 175
Taylorism 380
teams: anger, aggression in 522–3, 524, 527; antecedents, consequences in 118; cross-level effects on 105–20; defined 106–7; in entrepreneurial process 411–14; general 105–20; globalization of 107; hostile attribution in 527–8, 529; HR policies on 487; importance of trust in 105; integrating 116–20; intra-, inter-team distinctions 107, 108; negative influence of aggression 525–6; positive expectations in 107; prevalence of 106; reviewing research on 106; temporary 30; virtual 396; see also inter-team trust; intrateam trust
third-party trust 34, 394, 398
time 29–49, 174, 211, 303, 316, 537–8
tipping points 24, 25, 52, 286
Trade Union Act (2016) 384
Trade Union Congress (TUC) 376, 381
transaction cost economics (TCE) 228, 230
transactional contracts 205
trickle-down effects 117
trust: about 363–4, 408; and affect 172–4; affecting anger 531n5; affective component for 164; applications for 327–9; between workers 377; building online 394; in contract law 231; dangers of unconditional 424; defined 3, 77, 107, 129, 145, 163, 197–8, 232, 245, 304, 330, 349, 392, 410, 424, 438, 455, 469; destruction of 105; disposition to 166–9; vs. distrust 14, 304–5, 424; in elements of safety culture 426; embracing culture of 529; and employment contract 377; and EOR frameworks 207–9; excessive 23, 426–7; expansion of literature on 65–6, 98; in financial services 351, 353–4; and forgiveness 304–8; and healthcare efficiency, efficacy 336–8; high initial 270–1; importance of 30; influences for rebuilding 316–17; integrative model of 163; inter-relationship with control 289; and leader behaviour 459–60; as loyalty predictor 187, 191; manipulation of, in healthcare 338–40; measures of 96–7, 119–20; moderating anger/aggression 523–4, 524; object of 219; online levels of 391; outcomes affected by 143; and positive anchoring event 203; propensity for 77; reasons for 163; research at higher or cross-levels 153; role in gift-giving 198; role-based 364, 372; salience of, to leaders 465; in social exchange networks 211–12; as social exchange outcome 136; spill-overs, across levels 117, 118, 462–3; substitute heuristics for 190–2; theory, across levels 119; unexplained phenomena in 164; and unwanted obligations 510; in virtual teams 396; and vulnerability, fear 440; see also distrust; individual types, e. g. affect-based trust
trust, teaching: about 542–3; behavioural approach 542, 544–5; bounded rationality approach 542, 543–4; development 547; ethical behaviour, trustworthiness 542; relational approach 543, 545, 546–7; social construction approach 542–3, 546
trust-cooperation cycle 15
trust decline 248–9, 250, 256, 261
trust development: and actor-observer effect 260; and attribution style theory 262; Bem cited 258; Fein, Hilton cited 257; forms of 97; and fundamental attribution error 259; Heider cited 246–7; Jones, Davis cited 248; Kelley cited 250, 251–2, 253
trust propensity: affecting trust 164; defined 163; as expectancy 166–7; importance of 171; need for research 178; and trust disposition 174
trust repair: accounts aiding 273; after violation 349; apologies aiding 253–4, 272–3, 274, 288; bilateral considerations for 275, 287; bounded rationality perspective on 543; competence vs. integrity violations 276; conceptual distinctions of 271–2; context of 278; contingencies for 275; defined 271, 285; example of 529–30; in food supply 449; with groups 151; Heider cited 247–8; HR role in 499; Jones, Davis cited 249; Kelley cited 250, 252; level of analysis for 277–8; limited approach to 51; nature of 270–1; Reeder, Brewer cited 254–5; reference points used 277; research directions for 278–9; research overview 269, 270; role of third parties 292; and social exchange theory 212–13; substantive responses for 274; trustee responses to 272–4; trustor responses to 274–5; verbal responses for 273–4; voluntary efforts for 276–7; Weiner cited 256; see also forgiveness; organizational trust repair
trust research, future: affect 536; on anger/aggression 528–30; biological basis of trust 537; conceptualizing trust 539; context 538–9; on control-trust dynamics 514–16; in the cyber world 539; dynamic models 536–7; and entrepreneurship 410–11, 410, 412, 413–15, 416–19; in food supply 447–8; on HRM 499–500; levels of analysis 538; on the public sector 478–9; in safety-critical contexts 431–3; technology 537; time, temporality 537–8
trust retention 497
trust spiral 16–17, 21, 23, 24–5
trust transferability 80
trust violations 271, 349, 350, 448
trustee, characteristics of 163
trustworthiness: ABI model 349, 402, 543; comparing models of 393; components of 169–72; cues for 18, 459; in food supply 445; and leadership styles 110–11; Mayer on 392; need for research 178; online 402; on organizational level 149–50; in professionalism 364; questioning dynamics of 171; role in social exchange theory 210; and heuristics 175–7; in team relationships 110; as trust determinant 168–9; of trustee 163; understanding 543; see also trust
UK Parliamentary Select Committee 288, 292
unforgiveness: about 309; and détente 313–14; managing 315–16; moving beyond 310–11; in organizational contexts 309–15; and peaceful coexistence 314–15; and reconciliation 315; and revenge 312–13; withdrawal, exit, separation 311–12; see also forgiveness
unitarism 379
value congruence 170, 337, 335, 364, 365, 392, 393, 402
value incongruence 53–4, 55, 115, 290, 297, 316
venture capitalists, and trust 415–16
violation type 276
virtual teams/work 396
voice: affecting perceived fairness 188; of citizens vs. public sector 471; effects on trust 149; related to leader trust 457; for safety 427, 431–2, 433, 434
Volkswagen Group 284
vulnerability: felt 53; food supply 438, 439–41; and long food supply chains 442–3; as key trust feature 455; employee 455–6, 458; interpersonal trust 440; leadership 456; perceptions of 440–1; trusting creating risk 440; unwillingness to be 50, 53, 331; willingness to be 3, 4, 14, 30, 45, 47, 53, 67, 69, 77, 86, 87, 107, 115, 129, 153, 163, 168, 169, 170, 171, 173, 174, 210, 230, 272, 285, 304, 330, 349, 392, 438, 455
website design, navigation 397
word-deed consistency 170
World Value Survey 220