Generalized expectancies for interpersonal trust.
ABSTRACT Describes results of a program of research on interpersonal trust, defined as belief in social communications. Construction of a scale for measuring individual differences, construct validity studies, and investigations of antecedents of trust, correlates of trust, and changes of college student trust are included. The evidence supports the hypothesis of (a) stable individual differences in a generalized expectancy for interpersonal trust, and (b) the feasibility of studying such trust under a variety of conditions. (29 ref.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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ABSTRACT: Trust is considered essential for effective relationships both in the context of new venture creation and outside the entrepreneur's workshop. With interpersonal trust, dyadic relationships prosper even amidst contextual pressures of uncertainty and risk. Unfortunately, there is a paucity of empirical support for how interpersonal trust is developed between an entrepreneur and the various stakeholders and resource providers in the creation of a new venture. This research examines this development by proposing the impact of time as a moderator on the antecedents of trust, as perceived by key stakeholders (i.e., customers, suppliers, investors, cofounders, employees) in the early history of a new venture. Specifically, this research includes frequency of interaction and relationship duration as two variables of time. In earlier proposed models of interpersonal trust development, time has either been left out entirely or innocently subsumed in other factors. The propositions and research implications from this conceptual study offer a new lens to investigate the process by which trust is developed in and by an entrepreneur.International Journal of Business and Globalisation 01/2015; 14(1):97-121.
- Adaptive Human Behavior and Physiology. 10/2014;
- The Psychology of Diplomacy, 1st edited by H. Langholtz & C.E. Stout, 02/2004: chapter Reconciliation between nations: Overcoming emotional deterrents to ending conflicts between groups: pages 29-46; Praeger.