The experience and evolution of trust: implications for cooperation and teamwork

Article Abstract:

In this article we analyze the way that trust evolves in organizations and how it influences cooperation and teamwork. We propose that the experience of trust is determined by the interplay of people's values, attitudes, and moods and emotions. Then, using the perspective of symbolic interactionism, we examine how trust evolves and changes over time, describing two distinct states or forms of trust: conditional and unconditional. We look, too, at the factors involved in the dissolution of trust. Finally, we explore the relationship between trust and an important component of organizational performance and competitive advantage: interpersonal cooperation and teamwork. (Reprinted by permission of the publisher.)

Cooperativeness

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Trust and distrust: new relationships and realities

Article Abstract:

We propose a new theoretical framework for understanding simultaneous trust and distrust within relationships, grounded in assumptions of multidimensionality and the inherent tensions of relationships, and we separate this research from prior work grounded in assumptions of unidimensionality and balance. Drawing foundational support for this new framework from recent research on simultaneous positive and negative sentiments and ambivalence, we explore the theoretical and practical significance of the framework for future work on trust and distrust relationships within organizations. (Reprinted by permission of the publisher.)

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Initial trust formation in new organizational relationships

Article Abstract:

Arguably, the most critical time frame for organizational participants to develop trust is at the beginning of their relationship. using primarily a cognitive approach, we address factors and processes that enable two organizational parties to form relatively high trust initially. We propose a model of specific relationships among several trust-related constructs and two cognitive processes. The model helps explain the paradoxical finding of high initial trust levels in new organizational relationships. (Reprinted by permission of the publisher.)

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