The Structure of Optimal Trust: Moral and Strategic Implications

Wicks, Andrew C.; Berman, Shawn L.; Jones, Thomas M.

doi:10.5465/amr.1999.1580443

Cited by 503 publications

(220 citation statements)

References 39 publications

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“…There is always varying uncertainty between members, however. Therefore, the need to guard against opportunistic behavior varies between the partners (Fichman, 1997, Wicks et al, 1999. This depends on the risk that the member is prepared to sustain as a potential loss, and also the partner's fear of opportunistic exploitation and the uncertainty of their behavior (see Grambowski & Roberts, 1999).…”

Section: Building Trustmentioning

confidence: 99%

“…It encompasses constructs as diverse as ethics (Brenkert, 1998), morals (Brenkert, 1998, Wicks, Berman, & Jones, 1999, emotions (Flores & Solomon, 1998;Wicks, et al, 1999), values, and natural attitudes (Flores & Solomon, 1998). Further, trust spans interdisciplinary fields, including philosophy, computer science, economics, and organizational behavior (Rousseau, Sitkin, Burt, and Camerer, 1998;Tyler & Kramer, 1996).…”

Section: Trustmentioning

confidence: 99%

See 1 more Smart Citation

Communicating trustworthiness and building trust in interorganizational virtual organizations

Kasper-Fuehrer¹,

Ashkanasy

2001

Journal of Management

160

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Section: Building Trustmentioning

confidence: 99%

Section: Trustmentioning

confidence: 99%

Communicating trustworthiness and building trust in interorganizational virtual organizations

Kasper-Fuehrer¹,

Ashkanasy

2001

Journal of Management

160

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“…Wicks et al 1999Erdem 2003Janis 1982 The link between interpersonal trust and safety in strong or weak situations, and how trust among seafarers influence safety, is not covered in the pilot study, hypothesis 3 and 5 are therefore supported by theory only.…”

Section: Theotokas and Progoulaki 2007 Conchie And Donald 2006mentioning

confidence: 96%

Trust and safety onboard

Gausdal

Makarova

2017

WMU J Marit Affairs

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Shipping is a high-risk industry. The aims of this conceptual paper are to build a framework showing in what way safety onboard is influenced by trust, and to identify the main obstacles to trust-building within the shipping industry. To meet these aims, a literature review and a pilot study are conducted. The study shows that interpersonal trust from employees to managers, and among seafarers, seems to be a prerequisite and an indirect factor, or mediating variable, that influence safety-related organizational outcomes positively and seems to reduce human errors. Interpersonal trust seems to be most valuable in weak situations, which means situations that are not critical and when no exact guidance or incentives to behave in a particular way are needed. An optimal level of trust exists onboard, and because of the high-risk environment, this optimal level of trust is expected to be relatively high. The main obstacles to trust within the shipping industry seem to be the dual employment practice, the physical distance between onboard, crewing agency and onshore, the reduced competence requirements, the frequent reorganization of the crew and multiculturalism. The paper contributes to the trust and to the safety literature by a new framework and to the development of 11 hypotheses on trust and safety. Finally, the paper is indicating that trust may be the missing piece in the safety puzzle.

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“…) Aristotle claimed that virtues are a golden means between extremes, and excess and deficiency represent vices. The evaluation of both is also context dependent and this influences what is prudent and realistic behaviour in a particular situation (Wicks et al, 1999). Moreover, virtue theory argues that the main aim of a moral life is to develop moral virtues and to exercise and exhibit them in the many situations that human life sets before us (Velasquez, 1998, p. 136).…”

Section: ) Why a Leader Does Things? This Refers To A Leader's Ethicmentioning

confidence: 99%

Leadership Manipulation and Ethics in Storytelling

et al. 2012

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This article focuses on exerting influence in leadership, namely manipulation in storytelling. Manipulation is usually considered an unethical approach to leadership. We will argue that manipulation is a more complex phenomenon than just an unethical way of acting in leadership. We will demonstrate through an empirical qualitative study that there are various types of manipulation through storytelling. This article makes a contribution to the literature on manipulation through leadership storytelling, offering a more s y s t e m a t i c e m p i r i c a l a n a l y s i s a n d a m o r e n u a n c e d v i e w o f t h e t o p i c t h a n previously existed by outlining how managers engage in manipulative storytelling and what kind of ethics they link to their manipulation in leadership.Four types of manipulation in storytelling are identified in the study: humorous, pseudo-participative, seductive and pseudo-empathetic. From an ethical perspective we will show that manipulation is not always self-evidently reprehensible. We will conclude that the dominant ethical justification for manipulation stems from its consequences.

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The Structure of Optimal Trust: Moral and Strategic Implications

Cited by 503 publications

References 39 publications

Communicating trustworthiness and building trust in interorganizational virtual organizations

Communicating trustworthiness and building trust in interorganizational virtual organizations

Trust and safety onboard

Leadership Manipulation and Ethics in Storytelling

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