No abstract

The state of psychology in China at the present time is discussed in the context of trends, continuities, and discontinuities in development of the discipline over the last 60 years. The work of psychologists was severely disrupted between 1966 and 1976 by the activities of the ‘gang of four’. Although there is in effect a lost generation of psychologists, teaching and research have been vigorously re‐established in the colleges and universities. In the Institute of Psychology, which forms part of the Chinese Academy of Sciences, 90 psychologists are carrying out research primarily in developmental psychology, perception, physiological and pathological psychology, and psychological theories and systems. The Chinese Psychological. Society resumed activities in 1977, and Acta Psychologica Sinica reappeared in 1979 with a circulation of 10,000 copies. Psychology in China is international in its perspective, and Chinese psychologists have welcomed many recent opportunities to establish contacts with colleagues in other countries.

Previous researches have largely focused on the benefit of trust; even though some of the trust may cause the risks from misattributed trust. This study attempts to understand and verify whether psychological aspects of trust play an important role in promoting unethical behaviors that intend to benefit the organization. The results show that a high degree of cognitive trust is positively and not significantly related to the intention of unethical pro-organizational behavior. Cognitive trust is a rational inference about the supervisors' behavior under ability and integrity. Therefore, disputing the trust confidence in supervisor's ability and integrity that is a rejection of unethical pro-organizational behavior. However, affective trust would promote more unethical pro-organization behavior. Our findings reveal that building affective trust would have great emotional attachment on supervisor/organization and a lack of defensiveness against on unethical pro-organizational behavior compared to cognitive trust. In other words, when trust lock-in in the relationships of employee-supervisor authority, the use of social exchanges and deep bonds of affective indebtedness may create the dark side of trust and then support unethical pro-organizational behavior.