The Development of Trust and Implications for Organizational Design: A Game- and Attribution-Theoretical Framework

When the EU Leaders Speak, the Markets Listen

“…For managers, this strategy constitutes a successful entrepreneurial action (Carson et al, 2006;Eberl, 2004;Lavie, 2006), since when the leadership behavior is perceived as trustworthy through the observer's mediating lens, trust increases and leaders are more likely to be viewed as ethical stewards who honor a higher level of duties . Thus, it is not unexpected that forgiveness and trust are critical values of today's organization leaders who are committed to maximizing the value of organizations (Caldwell and Dixon, 2010) and that the perception of being treated in an equitable way positively affects the behavior of employees (Chun-Hsi and Indartono, 2011), as well as that of lenders (Moro and Fink, 2013).…”

Cooperation, Trust and Performance – Empirical Results from Three Countries

“…(2) Behavioural determination by hierarchical governance (e.g. Wathne and Heide, 2000) is equally limited: credible sanction threats (Buckley and Casson, 1988) on an actor's part require sufficient sanctioning power (Backhaus, 1992;Kaas, 1992aKaas, , 1992b, ex ante knowledge (Eberl, 2004;Shane 1994) and ex post perceptibility (Dwyer, Schurr and Oh, 1987) of the behaviour a cooperation partner is expected to show. The coordinative power of hierarchical governance is limited especially in those areas of inter-firm cooperation where objectives cannot be programmed at all, or only at prohibitively high transaction costs (Ring and Van de Ven, 1992).…”

“…This third ideal-type coordination mechanism is particularly well suited in situations of both market and organizational failure. It is referred to as 'relational contracting' (Carson, Madhok and Wu, 2006), 'trust' (Eberl, 2004), 'self-commitment' (Frey and Osterloh, 2002) or 'Selbstverpflichtung' (Fink, 2005;Sydow and Windeler, 2000).…”

The formation of trust in the context of uncertainty and information asymmery

“…Aus dieser Perspektive können die Ergebnisse auch als ein Beispiel für die Unterschiede zwischen kognitiver und emotionaler Beurteilung von Kooperationspartnern angesehen werden. Diese Interpretation wäre konsistent mit früheren Untersuchungen zum Einfluss von emotionalem und kognitivem Vertrauen (Devon & Kent, 2005) und mit Eberl (2004), welcher argumentiert, dass Vertrauen auf Basis emotionaler Verbindungen zwischen Interaktionspartnern entsteht.…”