In Whom We Trust: Group Membership as an Affective Context for Trust Development

Williams, Michèle

doi:10.2307/259183

Cited by 398 publications

(530 citation statements)

References 62 publications

Supporting

Mentioning

503

Contrasting

Unclassified

Order By: Relevance

“…Consistent with assertions by scholars who propose that individuals use feelings as information about trustworthiness (Dunn & Schweitzer, 2005;Jones & George, 1998;Williams, 2001), I contend that when perspective takers generate positive feelings in others, those feelings may increase perceptions of the perspective taker's trustworthiness. Similarly, when a perspective taker prevents negative feelings, the resulting absence of negative feelings should maintain or at least not detract from the perception of his or her trustworthiness.…”

Section: Perspective Taking and Emotional Influencesupporting

confidence: 59%

“…Trust is based on an individual's expectations that others will behave in ways that are helpful or at least not harmful (Gambetta, 1988). These positive expectations, in turn, are based both on people's perceptions of others' trustworthiness-benevolence, integrity, and ability (e.g., see Mayer et al, 1995, andSchoorman, Mayer, 8c Davis, 2007, for review and update)-and on their affective responses to others (e.g., Jones 8c George, 1998;Lewis 8c Weigert, 1985;McAllister, 1995;Williams, 2001). The process of perspective taking strengthens the trustworthiness of perspective takers in three ways: (1) by motivating them to engage in benevolent actions, (2) by fostering goal alignment, and (3) by enabling them to have a positive emotional influence on others.…”

Section: P E R S P E C T I V E T a K I N G A N D T R U S T W O R T Hmentioning

confidence: 99%

“…Benevolent actions are a central component of trustworthy behavior (Mayer, Davis, 8c Schoorman, 1995;Williams, 2001). Perspective taking influences benevolence through motivational mechanisms.…”

Section: Perspective Taking and Benevolencementioning

confidence: 99%

“…It facilitates interpersonal understanding, strengthens selfother overlap, and elicits considerate behavior (Williams, 2011). Each of these processes undergirds trust because social bonds (i.e., strong affective ties) form a base for trusting relationships (Lewis & Weigert, 1985;McAllister, 1995, Williams, 2001). These processes also facilitate trust repair.…”

mentioning

confidence: 99%

See 3 more Smart Citations

Building and Rebuilding TrustWhy Perspective Taking Matters

Williams¹

2012

Restoring Trust in Organizations and LeadersEnduring Challenges and Emerging Answers

Self Cite

View full text Add to dashboard Cite

Abstract[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 connects perspective taking to trustworthy, cooperative behavior and by delineating how the proactive (or more strategic) aspects of perspective taking can generate and repair trust. Williams, M. (2012) Suggested Citation Building and Rebuilding Trust Why Perspective Taking Matters M I C H E L E W I L L I A M S C o r n e l l U n i v e r s i t y I N T R O D U C T I O NThere 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 connects perspective taking to trustworthy, cooperative behavior and by delineating how the proactive (or more strategic) aspects of perspective taking can generate and repair trust.Perspective taking refers to the process of "imagining another person's thoughts or feeling from that persons point of view" (Davis, 1996;Mead, 1934). Perspective taking not only fosters understanding and caring actions that build social bonds, but also is likely to play a central role in active trust building (Williams, 2007) and trust repair. Although trust building and trust repair involve many of the same processes, I use the term "trust building" to refer to processes that increase trust, from a neutral or positive initial state-one that has not been damaged. In contrast, I use "trust repair" to refer to processes used to increase trust once a preexisting level of trust has been decreased by the actions of one party, the transgressor. Rebuilding trust is more complicated than initial trust building because the victim, who has been harmed, is likely to be concerned about additional harm and predisposed to believe that greater trust in the transgressor is not warranted (Kim, Dirks, 8c Cooper, 2009).Perspective taking may help transgressors and victims take proactive steps to repair trust violations, especially asymmetric trust violations (i.e., violations that are initially e...

show abstract

Section: Perspective Taking and Emotional Influencesupporting

confidence: 59%

Section: P E R S P E C T I V E T a K I N G A N D T R U S T W O R T Hmentioning

confidence: 99%

Section: Perspective Taking and Benevolencementioning

confidence: 99%

mentioning

confidence: 99%

See 2 more Smart Citations

Building and Rebuilding TrustWhy Perspective Taking Matters

Williams¹

2012

Restoring Trust in Organizations and LeadersEnduring Challenges and Emerging Answers

Self Cite

View full text Add to dashboard Cite

show abstract

“…Greater interpersonal trust between managers can improve overall business performance. Trust is especially critical to firms using cross-functional teams to coordinate work, where trust can improve social coordination, formal and informal cooperation, and organizational decision-making (Williams, 2001). …”

Section: Interpersonal Trustmentioning

confidence: 99%

Organizational linkages for new product development: Implementation of innovation projects

Cometto

Nisar

Palacios³

et al. 2016

Journal of Business Research

View full text Add to dashboard Cite

Effective external and internal organization linkage characterizes new product development. Although prior research covers the external linkages to gain operational efficiencies and develop new products, the current body of scholarship on internal cross-functional linkages requires further attention. This study provides a certain level of inquiry into the antecedents of such internal linkages and presents a framework to establish the relationship between two internal functions at major fast-moving consumer goods (FMCG). The study examines the implementation of 150 innovation projects in 6 different countries over a period of three years. The objective is to study the influence of trust dimension on the perceived effectiveness of cross-functional linkage to highlight how organizational mechanisms like the amount and quality of shared communication affect trust and relationship between two functions

show abstract

Contextualizing Cooperation

Young¹

2003

International Handbook of Organizational Teamwork and Cooperative Working

View full text Add to dashboard Cite

In Whom We Trust: Group Membership as an Affective Context for Trust Development

Cited by 398 publications

References 62 publications

Building and Rebuilding TrustWhy Perspective Taking Matters

Building and Rebuilding TrustWhy Perspective Taking Matters

Organizational linkages for new product development: Implementation of innovation projects

Contextualizing Cooperation

Contact Info

Product

Resources

About