Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations
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... Kunttu and Neuvo [55] emphasized that the cultivation of mutual trust in personal relationships was a crucial process for mitigating information barriers and fostering knowledge sharing [55]. According to the interpersonal trust theory, trustworthiness among peers can be assessed along two dimensions, i.e., affect-based trust and cognition-based trust [56]. In more detail, affect-based trust pertains to the concept wherein organization members emotionally choose individuals to whom they feel emotionally attached, based on their experiences of reciprocity in relationships [4], whereas, cognition-based trust is established through observations or experiences of others, such as assessing an individual's expertise, abilities, talents, and skills [4]. ...
... In more detail, affect-based trust pertains to the concept wherein organization members emotionally choose individuals to whom they feel emotionally attached, based on their experiences of reciprocity in relationships [4], whereas, cognition-based trust is established through observations or experiences of others, such as assessing an individual's expertise, abilities, talents, and skills [4]. McAllister, D.J [56] regarded cognitive-based trust as the driving force behind affect-based trust within organizations. In this context, affect-based trust develops through natural interactions and is driven by motivations, enabling the prediction of behavior. ...
... For instance, Ng, K. Y. N. [54] has pointed out that ABT serves as a complementary mediator between organizational cultural elements and knowledge-sharing tendencies. Previous studies have also highlighted factors such as interaction frequency and citizenship behavior as predictors of ABT [56]. Additionally, empirical evidence from Jami Pour, M., and Taheri, F. [40] emphasized the mediating role of trust in knowledge sharing through social media. ...
This study is based on social exchange theory and the UTAUT model to develop a research model to investigate the impact of motivations under the background of established enterprise social media (ESM) in small- and medium-sized enterprises (SMEs). Motivations like organization rewards (OR), reciprocal benefits (RB), expectation fulfillment (EF), and job relevance (JR) have different impacts on the following two dimensions of trust: affect-based trust (ABT) and technology-based trust (TBT). This study considers the trust mechanism as the mediator in the relationship between motivations and knowledge sharing (KS). It also demonstrates the psychological element of social alienation (SA) as a moderator that influences trust level and its inhibitory effect on knowledge sharing within the organization. The authors in this study collected data from managers and employees in seven enterprises, including three retail enterprises and four information technology (IT) enterprises in China through three waves. In total, 509 responses were received, and 483 valid data were used to test the research model and hypotheses through the structural equation modeling (SEM) method to evaluate the impact of the potential elements on knowledge-sharing behavior. This research found that motivations like OR and RB promote ABT, thereby encouraging knowledge sharing when employees use ESM. The motivations of EF and JR have a direct effect on TBT, as well as promoting knowledge sharing. Both ABT and TBT have mediating roles between motivations and KS. In addition, the research also revealed the negative moderation effect of SA on the relationship between the two types of trust and KS. Specifically, SA gradually weakens the effects of ABT and TBT on KS, especially when employees are experiencing high levels of SA; ABT and TBT have no impact on KS. This study attempts to advance the theoretical and practical insights of motivations on knowledge sharing by exploring mediating effects of trust mechanisms. It also reveals the importance of SA’s moderation effect on the relationship between trust mechanisms and KS under the application of ESM.
... This framework distinguishes three types of trust. Interpersonal trust refers to trust between people and or institutional trust refers to trust in the functioning of organizational, institutional, and social systems (McAllister, 1995;Wong et al., 2007). Concerning interpersonal trust affect-based trust and cognition-based trust are distinguished (McAllister, 1995;Wong et al., 2007). ...
... Interpersonal trust refers to trust between people and or institutional trust refers to trust in the functioning of organizational, institutional, and social systems (McAllister, 1995;Wong et al., 2007). Concerning interpersonal trust affect-based trust and cognition-based trust are distinguished (McAllister, 1995;Wong et al., 2007). The narratives showed examples of trust on all three levels. ...
... Third, the narratives showed examples of affect-based trust. Affect-based trust concerns emotional bonds between individuals (McAllister, 1995) and is affected by the frequency of interaction. McAllister (1995) and Bijlsma-Frankema and Costa (2005) both point out that if actors trust each other, they seek interaction with them, while distrust creates discord. ...
Although much research has been conducted about advantages and challenges for supply chain partnering (SCP) in the construction sector, focus has been mostly on formal aspects of implementation within organizations. Understanding social aspects, however, might be just as crucial to implementation of SCP as understanding managerial and intraorganizational dynamics. Therefore, this paper presents the results of a study in which a work floor professional together with a researcher tried to contribute to the implementation of SCP within the maintenance and refurbishment processes of a Dutch housing association. The results showed that stakeholders could not come to shared understanding of strategic needs, and that that pattern influences and was influenced by social aspects such as leadership and trust, which confirms the importance of explicit attention for social interactions at work floor level for successful implementation of supply chain partnering.
... It would be appropriate though to start by defining what trust means. Trust is a psychological state involving vulnerability, where a belief exists that the individual/organization on whom we depend will meet our positive expectations rather than our fears [13][14][15]. Although trust and cooperation are directly related [16], trust is not equivalent to cooperation as a party can meet our expectation induced by coercion rather than trust. ...
... On these same lines, Wong et al. [18] aimed at conceptualizing trust through defining trust types in terms of behaviors that affect trust development. The study concluded that in construction, clients acquire most information from records, i.e., cognitive-based trust having highest influence on trust-building [18], which were in agreement with McAllister [13] study. Structural Equation Modeling (SEM) used to prove the positive relationship of partners' trust level to their performance, permeability, and relational bonding [23]. ...
Construction projects based on collaboration among contracting parties to accomplish project goals. While tremendous focus placed in management research on new technologies, the social and human factors through which these studies implemented in an organization seldom neglected. Thus, it is crucial to quickly build teams and establish good communications between team members. Trust has been determined by many studies as an excellent determinant to successful projects and crucial to build integrated project teams. The aim of this paper is to present a literature review of research on trust in construction, identify knowledge gaps, and suggest recommendations for future research.
... There is no unanimous agreement on the elements that confer trustworthiness, i.e., the ability to inspire confidence. Some proposals from academia have identified the following components: competence, responsibility and care (McAllister, 1995); good intention, honesty and limited opportunism (Cummings and Bromiley, 1996); integrity, intentionality, capability and results (Covey and Merrill, 2008); consistency, clarity, compassion, character, contribution, competence, connection and commitment (Horsager, 2012); authenticity, transparency and consistency (Berman, 2020); experience, coherence and empathy (Folkman, 2022); and so on. ...
The sexual abuse crisis in the Catholic Church has been a global phenomenon. As with any crisis, it has also revealed a contradiction between what the Church should be and what, at times, it has been. We can consider crises as a painful and traumatic experience, but one that can serve to rediscover the importance and centrality of the values that have been betrayed. In many dioceses, religious congregations and episcopal conferences, the Church has had to communicate to public opinion the existence of these cases, express its sorrow – especially to the victims and their families – and report on the handling of these cases through press releases. By means of a comparative analysis of various press releases issued as a result of these painful cases, we wish to identify the values that dioceses, episcopal conferences and other realities wish to recover, the feelings expressed and other possible patterns that allow us to identify the reflection carried out internally in each case.
... E-trust is user's belief in a service or product that has been used and bought from online store. According to McAllister (1995), trust is a cognitive and affective dimension that is not fully understood by the researchers, therefore requires further investigation. Many researchers believe trust is an important factor that will determine consumers purchase decision, but still few is known how e-trust works in influencing e-repeat purchase intention especially from ergonomic cognitive perspective. ...
... Management innovation can serve as a mediating variable between organizational trust and retention intentions. When employees trust their organization, they are more likely to engage in innovative processes, generate creative ideas, take risks, and contribute to the implementation of innovative solutions (McAllister, 1995). These activities contribute to creating a positive work environment and increasing job satisfaction, which in turn influences employees' willingness to remain within the organization (Laursen & Foss, 2003). ...
This study focuses on exploring the crucial impact of organizational trust on employees' intention to remain within a complex and dynamic organizational environment. It thoroughly investigates the mediating roles of management innovation and job satisfaction within this relationship. Employing a quantitative research design, large-scale empirical data were collected from employees in Chinese enterprises to validate hypotheses and correlation patterns. The findings reveal significant positive associations between organizational trust, management innovation, job satisfaction, and employees' intention to remain. Specifically, both management innovation and job satisfaction mediate the relationship between organizational trust and employees' intention to remain, thereby strengthening this connection. This research provides substantial insights for human resource management, aiding in the formulation of effective talent retention strategies that enhance employee loyalty, intention to remain, and ultimately foster the stability and growth of enterprises. In the post-pandemic era, this study offers practical guidance for human resource management in Chinese enterprises and propels innovative practices in organizational development. By in-depth analysis of influencing factors, this research furnishes theoretical support and empirical groundwork for business decision-makers and the academic community alike.
... In other words, conflicts of interest will affect farmers' media trust in video extension by market organization, which thus affects farmers' decision regarding GCT adoption (Ali et al., 2020;Huang et al., 2020). In terms of informal organizations, due to the information overload in video extensions (Kiousis, 2001), informal organizations may be unable to identify high-quality video information or disseminate GCT videos indiscriminately, which may increase the likelihood that farmers cannot trust the video extension from relatives and friends (McAllister, 1995) and are unwilling to adopt GCT. Accordingly, we propose the following research hypothesis. ...
Most of the existing researches focus on the role of video teaching in traditional technology extension in farmers’ technology adoption behavior. However, there is a lack of special exploration and heterogeneity analysis for video extension in the new media. This study analyses the impact of video extension on farmers’ green control technology (GCT) adoption based on questionnaire data of 761 households in Henan and Hubei provinces. By distinguishing between video senders and video receivers, we further explain the effect mechanism of video extension on farmers’ GCT adoption behavior. Our results indicate that, first, video extension can significantly promote the adoption of GCT by farmers. After solving the endogeneity problem and testing the robustness, the above conclusion is still valid. Second, heterogeneity analysis based on the perspective of video senders shows that farmers’ GCT adoption behavior is more likely affected by the video extension from government organizations compared with market organizations and informal organizations. Government video extension raises farmers’ media trust, which encourages farmers to adopt GCT. Third, heterogeneity analysis based on the perspective of video receivers shows that information utilization ability can positively regulate the positive impact of video extension on farmers’ GCT adoption. Specifically, the promotion effect of video extension on GCT is greater for farmers with stronger information utilization ability. This effect is also stronger on farmers with higher levels of education.
The emergence of knowledge management in the 1990s made it clear that information management was not enough to achieve organizational strategy. As multiple authors have documented, knowledge is information in agents’ heads. Information without people is static. Individuals dynamize information and convert it into knowledge. If knowledge implies that people acquire, process, create, share, and apply knowledge, a fundamental question is why some individuals want to do it and some do not. From the organizational behavior field, human actions depend on individual variables and environmental conditions, including organizational variables. The two dimensions are equally important; however, in this chapter, only three of the most relevant human variables were described based on research results: attitudes, self-efficacy, and trust. Attitudes are evaluations people make of others, things, situations, and concepts. Many publications confirm the relationship between attitudes and knowledge management, especially in the knowledge sharing component. This chapter presented some of them. Self-efficacy is an individual’s confidence in his or her abilities to execute a particular task. Self-efficacy influences how people think, feel, and act and therefore their achievements. There is a positive relationship between self-efficacy and knowledge sharing, and some studies were presented. Trust is a belief, assessment, or assumption about an exchange partner that results from the partner’s expertise, reliability, benevolence, and deliberateness. Trust has a positive impact on knowledge sharing. When there is trust within a group, the intensity of knowledge sharing increases.
One factor receiving contemporary interest from virtual team researchers is collective‐level efficacy, that is, a team's shared belief in its collective abilities to work effectively. However, our understanding of this literature leads to two concerns. First, depending on traditional team‐focused collective‐level efficacy concepts conveys an indifferent view of technology that ignores decades of research explaining how virtual teams' reliance on collaborative technologies differentiates them from traditional teams. Second, the information systems literature has largely ignored the concept of collective‐level efficacy in virtual team research. That collective‐level efficacy is underexamined in IS research is disappointing, given the growing recognition (outside the IS literature) that it is crucial to virtual team success. This absence becomes even more concerning given that IS researchers developed the concept of virtual team efficacy (VTE) specifically for virtual team settings. Unlike collective‐level efficacy measures designed for traditional team settings, VTE incorporates technology into its conceptual definition and the operationalization of its measurement indicators. Thus, it is a stronger predictor of virtual team outcomes. To demonstrate its importance to IS research, we used a deductive theory‐driven approach to propose and empirically evaluate whether VTE indirectly acts on virtual team effectiveness through the critical concepts of trust and participants' perceptions of problems associated with the collaboration inhibitors of time difference, geographical separation, and cultural differences. This research contributes significantly to the literature by confirming VTE's relationship to important virtual team success factors and informing IS researchers about the appropriate choice of constructs when studying collective‐level efficacy in virtual team settings.
Effectiveness of managers is analyzed from the reputational viewpoint. It is proposed that focal managers gain the reputation of being effective by meeting the self-interested expectations of role set members. It is further suggested that organizations value the most reputationally effective managers. Five hypotheses were tested using a sample of 217 middle managers, 173 superiors, 387 subordinates and 303 peers. Results confirm all five hypotheses and provides the foundation for a new direction of research in managerial effectiveness.
