Undertrusted, Overtrusted, or Just Right? The Fairness of (In)Congruence between Trust Wanted and Trust Received

Baer, Michael D.; Frank, Emma; Matta, Fadel K.; Luciano, Margaret M.; Wellman, Ned

doi:10.5465/amj.2018.0334

Cited by 61 publications

(42 citation statements)

References 83 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…How employees view being trusted by their leaders depends on their interpretation of leader’s trust. 12 , 16 In this paper, we extend Baer et al 12 findings and suggest that perceived leader trust may have both positive and negative influences on employee’s proactive behavior.…”

Section: Introductionsupporting

confidence: 80%

“…In practice, not all employees uniformly want being trust by their leaders. 12 Based on the trait activation theory of perceived leader trust, our paper provides a new way of thinking to study of perceived leader trust. We also propose employees’ psychological state as an underlying mechanism linking perceived leader trust and its positive and negative employees’ follow-up work behavior and performance.…”

Section: Discussionmentioning

confidence: 99%

“… 14 In fact, both the positive and the negative psychological impact brought by perceived leader trust jointly show the psychological panorama of employees perceiving trust. 12 Therefore, it is necessary to integrate two different employee reactions in the research, to further clarify the mechanism of employees’ perceived leader trust on proactive behavior.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Ye¹,

Xiao²,

Wu³

et al. 2021

PRBM

View full text Add to dashboard Cite

Purpose The prevailing literature on perceived leader trust has focused on its benefits on employees’ work behavior. However, recent researches suggest that the feeling of leader trust also brings strains and work overload. Thus, existing researches have not yielded consistent conclusions about how the “trusted” employees tend to behave after being trusted by their leaders. Integrating the trait activation theory and self-evaluation psychological states, this study develops and tests the double-edged effects of perceived leader trust on proactive behavior through the different mediating roles of employee’s psychological variables. Specifically, we argued that the perceived leader trust effect is dependent on the employee’s reciprocation wariness, which to a large extent determines employees’ response to the perceived leader trust (ie, sense of self-worth and role overload). Methods The study uses a systematic literature review to identify the arguments supporting the relationship between the constructs and propose model. Additionally, this study adopts the multi-source design approach and collects data in a large Housing Construction & Development Company, which comprised 372 valid samples. Besides, hierarchical regression and bootstrapping methods are also employed to test the hypotheses. Results This study reveals that employee’s reciprocation wariness is negatively moderated the relationship between perceived trust and sense of self-worth while positively moderated the relationship between perceived trust and sense of role overload. Moreover, the higher the employee’s reciprocation wariness, the more negative the influence of perceived trust will be on the employee’s proactive behavior via the sense of role overload; on the contrary, the lower the employee’s reciprocation wariness, the more positive the influence of perceived trust will be on the employee’s proactive behavior via the sense of self-worth. Conclusion This study examines the double-edged sword influence of perceived leader trust on employee behavior. It found that perceived leader trust will affect proactive behavior through employees’ subjective evaluation of the leader’s trust. Moreover, employee’s reciprocation wariness plays a moderating role in this relationship. In a word, this paper deeply analyzes the mechanism and boundary conditions of perceived leader trust influencing employees’ psychological state and behavior, contributing to organizational trust and workplace proactive behavior research.

show abstract

Section: Introductionsupporting

confidence: 80%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Ye¹,

Xiao²,

Wu³

et al. 2021

PRBM

View full text Add to dashboard Cite

show abstract

“…The cognition-based trust developed with interactions between potential partners. Our study revealed that the importance of the different types of trust through the early stages of knowledge creation was situation-dependent, as reported in other studies (Baer et al, 2020;Huang and Wilkinson, 2013). The specific enablers and roadblocks found to create knowledge in this complex inter-organizational arrangement (Table 4) are not well understood.…”

Section: Trustsupporting

confidence: 53%

Knowledge creation in complex inter-organizational arrangements: understanding the barriers and enablers of university-industry knowledge creation in science-based cooperation

Tootell

Kyriazis

Billsberry

et al. 2020

JKM

View full text Add to dashboard Cite

Purpose This study aims to explore the factors undergirding knowledge creation in the university-industry complex inter-organizational arrangement. It builds upon social capital and relationship marketing theories. Design/methodology/approach This study uses a qualitative research design. In total, 36 innovation champions involved in knowledge creation were interviewed to provide detailed insights into the process. A thematic analysis of the in-depth interviews was conducted. Findings The principal finding was that opportunistic behavior was a significant barrier to knowledge creation. In severe cases, the knowledge creation process was destroyed, resulting in lost investment. Principled behavior and investment in affect-based and cognition-based trust, through five critical trust development activities, provided the best path to successful knowledge creation. Originality/value This study contributes to the knowledge management literature by providing insights into the enablers and barriers to the formation of cooperation, a crucial antecedent to knowledge creation literature. It also affords practical implications for innovation managers and policymakers on how they can improve knowledge creation by using social capital and relationship marketing theory in complex inter-organizational arrangements.

show abstract

“…For example, Cropanzano et al's (2015) review concludes that the equality allocation norm often serves as a resource allocation heuristic when cognition-based processing is infeasible because of high cognitive demands. Furthermore, scholars have advocated for the importance of addressing the role of recipient need in resource allocation decisions (Baer et al, 2020). While both equality and need seem to be underresearched in relation to equity, ACT begins with deliberative (vs. heuristic-based) processing of justice perceptions.…”

Section: A Review Of Resource Allocation Normsmentioning

confidence: 99%

The Attributional–Counterfactual Theory of Need: Integrating Theories to Predict Need Norm Use

Liu

Méndez

2021

Bus. Ethics Q.

View full text Add to dashboard Cite

The justice literature has coalesced around the notion that actors (e.g., supervisors) tend to utilize the norm of equity for resource allocation decisions because it is generally considered most fair when employees who contribute more to the organization receive more resources. Yet, actors might sometimes utilize a need norm to allocate resources to those most in need. Studies that have addressed need-based resource allocations have assumed a relatively straightforward conceptualization of need. However, research from related areas suggests that multiple characteristics of the need itself could trigger actors’ use of a need norm to allocate resources. We advance a theoretical framework that outlines various need characteristics that drive actors’ use of a need norm. The framework draws on the processes outlined in attribution theory and integrates those with the content domains addressed in fairness theory. A discussion of the implications for justice, attribution, and fairness theory research follows.

show abstract

Undertrusted, Overtrusted, or Just Right? The Fairness of (In)Congruence between Trust Wanted and Trust Received

Cited by 61 publications

References 83 publications

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Feeling Trusted or Feeling Used? The Relationship Between Perceived Leader Trust, Reciprocation Wariness, and Proactive Behavior

Knowledge creation in complex inter-organizational arrangements: understanding the barriers and enablers of university-industry knowledge creation in science-based cooperation

The Attributional–Counterfactual Theory of Need: Integrating Theories to Predict Need Norm Use

Contact Info

Product

Resources

About