title page

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pp. i-iii

copyright

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pp. iv-viii

Contents

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pp. ix-x

Contributors

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pp. xi-xii

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Chapter 1: Trust and Distrust in Organizations: Dilemmas and Approaches

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pp. 1-18

For more than a decade now, the topic of trust has been at the center of scholarly research on organizations. The ascension of trust as a major focus of research in the organizational sciences reflects in no small measure a large body of evidence documenting the substantial ...

PART I

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Chapter 2: Trust in Leaders: Existing Research and Emerging Issues

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pp. 21-40

Trust is a crucial element of effective leadership that can impact followers in ways ranging from the mundane to the heroic. For example, trust has been found to explain why some employees effectively complete their jobs and in addition go above and beyond the ...

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Chapter 3: Supervisors as Trust Brokers in Social-Work Bureaucracies

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pp. 41-64

Trust constitutes a central aspect of human relations, and within the context of organizations it plays a particularly strong role. The success of hierarchical relationships between supervisors and subordinates may hinge on mutual trust, and trust also permeates ...

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Chapter 4: Trust and Distrust in Patient-Physician Relationships: Perceived Determinants of High- and Low-Trust Relationships in Managed-Care Settings

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pp. 65-98

The central role that trust plays in effective patient-physician relationships 1 has long been recognized and amply documented (see Parsons 1964; Caterinicchio 1979; Barber 1983; Mechanic and Schlesinger 1996; Brody 1992; Pearson and Raeke 2000). Trust has been ...

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Chapter 5: Monitoring, Rules, and the Control Paradox: Can the Good Soldier Svejk be Trusted?

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pp. 99-126

One of the most fascinating and revealing forms of organizational sabotage is “working to rule”—precisely following rules while providing no voluntary effort beyond that required by the rules. An especially destructive form of “working to rule” involves applying ...

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Chapter 6: Commitment, Trust, and Worker Effort Expenditure in Organizations

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pp. 127-152

For many organizations, all that is necessary for organizational success is that the workers follow directions, and all that is necessary for that to happen is that they be adequately compensated for following directions and successfully producing product. Managers can ...

PART II

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Chapter 7: Will Security Enhance Trust Online, or Supplant It?

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pp. 155-188

Promoters of the Internet and other digital media cite many and diverse benefits of these advances to humanity, from wide-ranging access to information and communication to enhancement of community and politics to stimulation of commerce and scientific ...

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Chapter 8: Architects of Trust: The Role of Network Facilitators in Geographical Clusters

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pp. 189-213

Can trust be purposively designed and constructed? Trust is often treated as a dyadic phenomenon that unfolds between two parties according to a fairly well defined evolutionary path. We seek to broaden our understanding of the developmental logic of ...

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Chapter 9: Trust in Context: The Development of Interpersonal Trust in Geographically Distributed Work

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pp. 214-238

With the help of Internet technologies such as email and computer- based collaboration tools, the number of geographically distributed cross-functional teams, the number of sites at which team members work (Armstrong and Cole 2002), and the interdependence ...

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Chapter 10: Psychological Safety, Trust, and Learning in Organizations: A Group-Level Lens

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pp. 239-272

Much work in today’s organizations is accomplished collaboratively and involves sharing information and ideas, integrating perspectives, and coordinating tasks. Teams provide a structural mechanism through which this collaboration often occurs. A defining characteristic of teams is the need for ...

PART III

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Chapter 11: Managing Images of Trustworthiness in Organizations

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pp. 275-292

To possess an image of interpersonal trustworthiness is to be perceived by others as displaying (now and in the future) competence, benevolence, and integrity in one’s behaviors and beliefs (Mayer, Davis, and Schoorman 1995; Mayer and Davis 1999). In this definition, interpersonal ...

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Chapter 12: Paradoxes of Trust: Empirical and Theoretical Departures from a Traditional Model

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pp. 293-326

The concept of exchange is central to social action (Homans 1961). In essence, anything that we might label as “social” depends on the give-and-take of more than a single individual. Many of these exchanges are informal or implicit, like the reciprocation of a smile upon ...

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Chapter 13: Untangling the Knot of Trust and Betrayal

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pp. 327-341

Trust is critical to organizational effectiveness. Trust enhances cooperation, improves communication, facilitates citizenship behaviors, in addition to improving group and organizational performance (Davis et al. 2000; Dirks 1999; O’Reilly and Roberts 1976; Podsakoff et al. 1990). Despite the importance of trust, however, current ...

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Chapter 14: Power, Uncertainty, and the Amplification of Doubt: An Archival Study of Suspicion Inside the Oval Office

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pp. 342-370

In his thoughtful meditation on the relationship between power and presidential performance, Garry Wills (1994) provocatively observed, “There is something twistable in the hand about power—something tricky and unpredictable—amphisbaenic or backward-striking” (297). Wills’s observation brings to mind ...

Index

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pp. 371-381