Measuring Trust between Organizational Boundary Role Persons

Currall, Steven C.; Judge, Timothy A.

doi:10.1006/obhd.1995.1097

Cited by 444 publications

(216 citation statements)

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“…McEvily and Tortoriello also review five measures of trust that have been replicated in the organizational trust literature and shown to have reasonable psychometric properties (Cummings & Bromiley, 1996;Currall & Judge, 1995;Gillespie, 2003;Mayer & Davis, 1999;McAllister, 1995). They note, however, that these five measures differ in how they resolve the question of dimensionality, with each measure focusing on somewhat different constructs.…”

Section: A Myriad Of Trust-relevant Constructsmentioning

confidence: 99%

The dimensionality of trust-relevant constructs in four institutional domains: results from confirmatory factor analyses

PytlikZillig¹,

Hamm

Shockley

et al. 2016

Journal of Trust Research

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Section: A Myriad Of Trust-relevant Constructsmentioning

confidence: 99%

The dimensionality of trust-relevant constructs in four institutional domains: results from confirmatory factor analyses

PytlikZillig¹,

Hamm

Shockley

et al. 2016

Journal of Trust Research

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“…According to this belief-attitude-intention-behavior pattern in our context, an individual with trusting belief in another person or component is more willing to depend on that person or component and will behave in ways that manifest that reliance [25], [30], [78]. In our study, these components of trust relate to the individual and social aspects that influence a user's perceived trust in ITEs.…”

Section: User-driven Components Of Trust In Itesmentioning

confidence: 83%

Determinants of Consumers' Perceived Trust in IT-Ecosystems

Wiedmann

Hennigs

Varelmann

et al. 2010

J. theor. appl. electron. commer. res.

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Digital ecosystems, or IT-ecosystems (ITEs), are composed of multiple and independent entities such as individuals, organizations, services, software, and applications. Together, these elements create a number of new independent systems that operate and communicate with their own infrastructure (man to machine; machine to machine; person to person), sharing one or several missions. A better understanding of how ITEs and their interconnected components create benefits and added value for different types of consumers is of particular importance to the establishment of digital environments and to managing their resources. Considering different components of perceived trust in ITEs, we rely in this paper on a multi-dimensional framework of trust effects that includes system-centric as well as user-centric determinants of trust. Based on our conceptual model, we develop two sets of propositions. The first ones address technological drivers of trust in ITEs, whereas the second set of propositions considers individual as well as social drivers of trust. The model and propositions are discussed with reference to preliminary empirical results as well as to future research steps and business implications.

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“…Further, because restraint is the opposite of opportunistic Machiavellian behavior (i.e., selfinterest with guile, Jones, this volume, Williamson, 19975;, it should decrease the need for others to monitor one's behavior (Currall & Judge, 1995;Powell & Smith-Doerr, 1994;Ring & Van de Ven, 1994;Uzzi, 1997). When dealing with an individual who refrains from taking advantage of others, counterparts can respond with flexibility to the large number of contingencies and noncontractible issues that are part of many projects (Peronne, Zaheer, & McEvily, 2003;Spier, 1992).…”

Section: Perspective Taking and Its Consequencesmentioning

confidence: 99%

Thinking about You: Perspective Taking, Perceived Restraint, and Performance

Williams

2016

Leading Through Conflict

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Conflict often arises when incompatible ideas, values or interests lead to actions that harm others. Increasing people's willingness to refrain from harming others can play a critical role in preventing conflict and fostering performance. We examine perspective taking as a relational micro-process related to such restraint. We argue that attending to how others appraise events supports restraint in two ways. It motivates people to act with concern and enables them to understand what others view as harmful versus beneficial. Using a matched sample of 147 knowledge workers and 147 of their leaders, we evaluate the impact of appraisal-related perspective taking on leaders' perceptions of knowledge workers' restraint and performance. Author biography: Michele Williams (PhD, University of Michigan) is an Assistant Professor of Organizational Behavior at Cornell University. Her research focuses on cooperative relationships, especially on projects that span multiple organizations. She concentrates on gender and the influence of relational processes such as perspective taking, interpersonal sensitivity and emotion regulation on how sustainable, cooperative relationships evolve. Michele is on the editorial board of Organization Science and an Associate Editor for the Journal of Trust Research. She is a co-author of the 4-CAP Leadership Assessment -a 360° assessment used by organizations to enhance the leadership potential of managers. She teaches negotiations to undergraduates, MBAs, executives and community groups.Authors Note: Proportions of this paper were presented at the 2014 Jepson Colloquium on Leadership. The author thanks Tony Kong, Don Forsyth, the colloquium organizers as well as the other colloquium participants for feedback on an earlier draft of this chapter. The author thanks Ling Xia for her assistance with the data.

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Measuring Trust between Organizational Boundary Role Persons

Cited by 444 publications

References 0 publications

The dimensionality of trust-relevant constructs in four institutional domains: results from confirmatory factor analyses

The dimensionality of trust-relevant constructs in four institutional domains: results from confirmatory factor analyses

Determinants of Consumers' Perceived Trust in IT-Ecosystems

Thinking about You: Perspective Taking, Perceived Restraint, and Performance

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