Position of trust

About: Position of trust is a research topic. Over the lifetime, 200 publications have been published within this topic receiving 22587 citations.

An Integrative Model Of Organizational Trust

Abstract: Scholars in various disciplines have considered the causes, nature, and effects of trust. Prior approaches to studying trust are considered, including characteristics of the trustor, the trustee, and the role of risk. A definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs. Several research propositions based on the model are presented.

Trust and Antitrust

Abstract: Whether or not everything which matters to us is the sort of thing that can thrive or languish (I may care most about my stamp collection) or even whether all the possibly thriving things we care about need trust in order to thrive (does my rubber tree?), there surely is something basically right about Bok's claim. Given that I cannot myself guard my stamp collection at all times, nor take my rubber tree with me on my travels, the custody of these things that matter to me must often be transferred to others, presumably to others I trust. Without trust, what matters to me would be unsafe, unless like the Stoic I attach myself only to what can thrive, or be safe from harm, however others act. The starry heavens above and the moral law within had better be about the only things that matter to me, if there is no one I can trust in any way. Even my own Stoic virtue will surely thrive better if it evokes some trust from others, inspires some trustworthiness in them, or is approved and imitated by them. To Bok's statement, however, we should add another, that not all the things that thrive when there is trust between people, and which matter, are things that should be encouraged to thrive. Exploitation and

The Social Control of Impersonal Trust

Abstract: How do societies control trust relationships that are not embedded in structures of personal relations? This paper discusses the guardians of impersonal trust and discovers that, in the quest for agent fidelity, they create new problems. The resulting collection of procedural norms, structural constraints, entry restrictions, policing mechanisms, social-control specialists, and insurance-like arrangements increases the opportunities for abuse while it encourages less acceptable trustee performance. Moreover, this system sometimes leads people to throw good "money" after bad; they protect trust and respond to its failures by conferring even more trust. The paper explores the sources and consequences of the paradox that the guardians of trust are themselves trustees.

The Speed of Trust: The One Thing That Changes Everything

Abstract: From Stephen R. Covey's eldest son comes a revolutionary new path towards productivity and satisfaction. Trust, says Stephen M.R. Covey, is the very basis of the new global economy, and he shows how trustand the speed at which it is established with clients, employees and constituentsis the essential ingredient for any highperformance, successful organization. For business leaders and public figures in any arena, "The Speed of Trust" offers an unprecedented and eminently practical look at exactly how trust functions in our every transaction and relationshipfrom the most personal to the broadest, most indirect interactionand how to establish trust immediately so that you and your organization can forego the timekilling, bureaucratic checkandbalance processes so often deployed in lieu of actual trust."

A Multi-Dimensional Study of Trust in Organizations

Abstract: The essential ingredient of collaborative effort is trust. High performance teams are characterized by high mutual trust among members. Leaders succeed in bringing about change because they are trusted by constituents to reflect their values and aspirations. An organizational climate of trust enables employees to surface their ideas and feelings, use each other as resources, and learn together. Without trust people assume self-protective, defensive postures that inhibit learning. Handy (1996) notes that "distributed leadership," where the leadership role shifts from person to person depending on the stage of the task and nature of the skill set required, has replaced the "follow-me" type of leadership typical of the past. Similarly, De Pree (1989) refers to "roving leadership" and "abandoning oneself to the strengths of others" as strategies for successfully completing work assignments and accomplishing organizational objectives. Underlying these practices is faith in the integrity and belief in the ability of others whom an individual deems trustworthy. The practice of empowerment evidenced by organizations' reliance on self-managed teams requires management to entrust the work force with responsibility and authority. Conversely, employees express trust in managers and in coworkers by accepting these additional elements of their work roles. Team- based organizations are anticipated to outperform traditional bureaucratic structures when it comes to producing quantity and quality, making adaptive changes, and developing employees. In a longitudinal study, Banker et al. (1996) found support for the effectiveness of team-based work settings. More specifically, they reported that a company's shift from a traditional work environment to a team-based work environment (i.e., quality circles with some decision-making authority) resulted in substantial quality and productivity improvements. Trust has historically been viewed by scholars as a fundamental lubricant of social interaction but not really worthy of investigation (Gambetta, 1988). With the recent emergence of collaborative problem-solving teams in organizations, empirical evidence showing the importance of trust is needed. The present study looks at work place trust from a horizontal perspective (i.e., co-worker trust) as well as from a vertical perspective (i.e., trust of both the supervisor and top management). Thus, a multi-dimensional approach to the study of trust in organizations is presented (please see [ILLUSTRATION FOR FIGURE 1 OMITTED] for a description of the various components of this study). The scope of this study is limited primarily to the psychological processes of the trustor (see Wekselberg, 1996). However, the broader social context in which a relationship between a trustor and a trustee exists is given some attention as well. Two dimensions of interpersonal trust (i.e., cognitive-based trust and affect-based trust) and their relationship to key work place behaviors (e.g., risk taking) are examined. Trust of top management and its relationship to key variables, such as desire-to-leave the organization, is looked at as well. Using a sample of 35 full-time employees, we test five hypotheses about trust between focal employees and their co-workers, supervisors, and top management. Reciprocal measures of cognitive-based and affect-based trust were gathered for each focal employee- supervisor dyad as well as focal employee-co-worker dyad. Due to the size of the sample, we consider our research a preliminary investigation of organizational trust. Literature Review McCauley and Kuhnert (1992) pointed out that trust in the work place is a multi-dimensional construct consisting of lateral and vertical elements. Lateral trust refers to "trusting" relationships between the focal employee and co-workers while vertical trust concerns employee trust of his or her immediate supervisor, subordinates, and top management. Both usually reflect an interpersonal or dyadic form of trust, with one exception being trust of top management. …