No abstract

As with any relationships, those between buying firms and their major suppliers are likely to experience situations of conflict. When facing such situations, top managers tend to approach conflict either cooperatively or competitively. However, when and why top managers tend towards cooperation or competition is far from clear. This study proposes a novel link between the theory of cooperation and competition and the discounting principle of attribution theory to argue that it is top managers' trust beliefs in their firms' major suppliers that influences their intended approach to conflict. Using survey data from 140 C-level managers and business owners, the authors develop and test a model that differentiates between two attributional dimensions of trust (competence and goodwill) and the specific relational conditions that influence how these attributions operate. The results indicate that top managers' trust in their suppliers' competence and goodwill is, in fact, decisive in determining how they intend to approach conflict. Further, the authors demonstrate that a top manager's trust belief in the supplier's goodwill is of particular relevance in driving the top manager to cooperate in the face of conflict. However, this link seems to be contingent on the specific conditions of the buyer-supplier relationship in question.

Work identity is important in the attraction and retention of staff, yet how the facets of such identity relate remains convoluted and unclear despite this being of interest to both scholars and practitioners. We use structural equation modeling to analyze empirical data from 144 employees in the United Kingdom's oil and gas industry, analyzing the nature and interrelationship of identification as individual‐level (career advancement) and social‐level (work group and organization) foci, as well as considering the two psychological self‐presentation factors (value expression and social adjustment) that direct and drive identification processes. A dichotomy between individual and social components of work identity is found, revealing a strong association between both social‐level foci of identification. Moreover, both components of work identity are found to be premised on different psychological factors, furthering our knowledge of the enmeshed nature of identity at work.

This document is the author's post-print version, incorporating any revisions agreed during the peer-review process. Some differences between the published version and this version may remain and you are advised to consult the published version if you wish to cite from it.

The COVID-19 pandemic has accelerated trends of globalization and digitalization, making geographically dispersed teams a common practice in firms. Despite benefits derived from the members' diversity, such teams are also prone to trust deficiency. Advancing prior research, this study focuses on links between multiple referents of trust. We draw on halo and priming effects to suggest that employees' trust toward their organization could trickle-down to trust in their co-workers. Moreover, we highlight the moderating role of cultural dissimilarity and relationship length. Analyzing 317 relationships between Turkish employees and their coworkers of Turkish and German cultural background, we present evidence for a trickle-down effect of organizational trust on trust in co-workers. We also find that the trickle-down effect of trust is stronger when cultural dissimilarity is high than when it is low, suggesting that trust in the organizations may outweigh cultural barriers that could hamper trust between co-workers. K E Y W O R D S cultural dissimilarity, relationship length, trickle-down effect, trust in co-workers, trust in organizations