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Two studies were conducted to examine the implications of an apology versus a denial for repairing trust after an alleged violation. Results reveal that trust was repaired more successfully when mistrusted parties (a) apologized for violations concerning matters of competence but denied culpability for violations concerning matters of integrity, and (b) had apologized for violations when there was subsequent evidence of guilt but had denied culpability for violations when there was subsequent evidence of innocence. Supplementary analyses also revealed that the interactive effects of violation type and violation response on participants' trusting intentions were mediated by their trusting beliefs. Combined, these findings provide needed insight and supporting evidence concerning how trust might be repaired in the aftermath of a violation.

SummaryThis study employs a grounded theory methodology to compare the impact telecommuting has on public and private employees' perceptions of professional isolation. It relied on 93 semi-structured interviews with telecommuters, non-telecommuters, and their respective supervisors in two high technology firms and two city governments. These organizations had active telecommuting programmes and a strong interest in making telecommuting a successful work option, providing an opportunity to investigate the challenges of telecommuting that existed even within friendly environments. The interviews demonstrated that professional isolation of telecommuters is inextricably linked to employee development activities (interpersonal networking, informal learning, and mentoring). The extent to which telecommuters experience professional isolation depends upon the extent to which these activities are valued in the workplace and the degree to which telecommuters miss these opportunities. Public respondents appeared to value these informal developmental activities less than private employees. Therefore, we stipulate that telecommuting is less likely to hinder the professional development of public sector employees than that of employees in the private sector.

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A number of studies have demonstrated that humor can impact both horizontal and vertical relationships in organizations, but little is known about the interpersonal processes underlying this link. By integrating theory and research from the fields of philosophy, social psychology, communications, and leadership, it is possible to illuminate a combination of processes which, considered collectively, explain humor's ability to create, maintain, impede, or destroy relationships at work. I first review the classical theories of humor, which explain what motivates individuals to express humor and what determines humor enjoyment. However, since these frameworks focus on humor at the individual-level of analysis, they cannot speak to the social processes involved in a humor exchange. Research in the fields of social psychology, communications, and leadership provides insight regarding the remaining social mechanisms. In sum, it appears that interpersonal humor operates through four related but distinct processes: affect-reinforcement, similarity-attraction, self-disclosure, and hierarchical salience. These social processes are proposed to function in addition to (not in lieu of) the individual-level mechanisms the classical humor theories describe. The discussion, thus, culminates in a relational process model of humor, contributing a more fine-grained understanding of interpersonal humor to the organizational literature.