The trusted general manager and business unit performance: empirical evidence of a competitive advantage

Davis, James H.; Schoorman, F. David; Mayer, Roger C.; Tan, Hwee Hoon

doi:10.1002/(sici)1097-0266(200005)21:5<563::aid-smj99>3.0.co;2-0

Cited by 482 publications

(424 citation statements)

References 47 publications

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“…However, as growing differences in partner firms' national backgrounds are associated with increasing differences in partners' assumptions, values, and beliefs, the development of such a macroculture is more difficult with rising levels of differences and reduced trust among partner firms from different national backgrounds (Davis, Schoorman, Mayer, & Tan, 2000;Gulati & Sytch, 2008;Park & Ungson, 2001). Since prior research regards trust as an important aspect of IJV survival, its absence keeps the IJV at a comparatively greater risk of dissolution.…”

Section: The Impact Of Disparity On Mpijv Dissolutionsupporting

confidence: 79%

The impact of partner diversity within multiparty international joint ventures

Mohr

Wang

Goerzen

2016

International Business Review

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Despite the significant role that multiparty international joint ventures (MPIJVs) play within multinational enterprises, we know little about the significant challenges associated with the management of these ventures. Therefore, we combine the Resource-based View of the Firm and Transaction Cost Economics to investigate the effects of the key aspects of partner diversity (i.e., variety, balance, and disparity) on MPIJV dissolution. We test our hypotheses using a dataset of 248 MPIJVs in China. We find empirical support for a U-curve shaped effect of variety and a negative linear effect of balance on MPIJV dissolution.

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Section: The Impact Of Disparity On Mpijv Dissolutionsupporting

confidence: 79%

The impact of partner diversity within multiparty international joint ventures

Mohr

Wang

Goerzen

2016

International Business Review

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“…In a similar vein, Davis et al (2000) found that trust in management was associated with improved sales and profi ts, along with reduced turnover. In yet another study, Dirks (2000) reported a relationship between players ' trust in their head coach and winning in the National Basketball Association.…”

Section: Relational and Structural Underpinnings Of Collective Trust:mentioning

confidence: 99%

Collective Trust within Organizations: Conceptual Foundations and Empirical Insights

Kramer

2010

Corp Reputation Rev

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“…For example, trust has been positively related to organizational performance (Davis et al, 2000) and job satisfaction Perry and Mankin, 2007). However, although organizational researchers have paid special attention to examining the numerous potential benefits of trust, they have devoted significantly less attention to examining the different ways that trust might transmit these benefits (Dirks and Ferrin, 2001).…”

Section: Introductionmentioning

confidence: 99%

Interpersonal trust, stress and satisfaction at work: an empirical study

2014

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STRUCTURED ABSTRACTPurpose. Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable. Findings. Our findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.Research limitations/implications. Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. 2Practical implications. Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.Originality/value. This research explains why interpersonal trust has a positive effect on job satisfaction. Our conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. We also put forward reasons for why 'excessive' interpersonal trust has been related to negative effects on job satisfaction. 'Excessive' trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

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The trusted general manager and business unit performance: empirical evidence of a competitive advantage

Cited by 482 publications

References 47 publications

The impact of partner diversity within multiparty international joint ventures

The impact of partner diversity within multiparty international joint ventures

Collective Trust within Organizations: Conceptual Foundations and Empirical Insights

Interpersonal trust, stress and satisfaction at work: an empirical study

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