Trust, trust development, and trust repair.

By R. Lewicki, C. Wiethoff. 2000

569 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/0294c0d9770b1659f160d0035536c5bd7b537626

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The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Team effectiveness in China: Cooperative conflict for relationship building (2005, background): “Confident group members believe that they can interact effectively (Kramer & Tyler, 1996; Kumar, 1996; Lewicki & Wiethoff, 2000; Rousseau et al., 1998).”
Gender Differences in Trust Dynamics: Women Trust More than Men Following a Trust Violation (2014, background): “Integrative contexts require sharing information to reach optimal agreements (Lewicki, 2006; Murnighan, Babcock, Thompson, & Pillutla, 1999).”
Contextual Inhibitors of Employee Creativity in Organizations (2009, background): “…(Allred, Mallozzi, Matsui, & Raja, 1997), workplace deviance behavior has greater performance implications than does organizational citizenship behavior (Dunlop & Lee, 2004), and a single violation of interpersonal trust can nullify a number of prior positive experiences (Lewicki & Wiethoff, 2000).”
Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007, background): “for conflict in a relationship (Sitkin and Roth, 1993; Kramer, 1999; Lewicki and Wiethoff, 2000).”
Revisiting the Foundations of Organizational Distrust (2017, unknown): “Similarly, from the trustor’s point of view, Lewicki [2006] proposed that an individual’s portfolio of interpersonal relationships could be distinguished according to four independent judgments: calculus-based trust and distrust and identity-based trust and distrust.”
Job insecurity and trust: Uncovering a mechanism linking job insecurity to well-being (2019, background): “…trust constitutes an emotional event (Schoorman, Mayer, & Davis, 2007), which can result in consequences varying from mild annoyance and disappointment to more severe reactions where employees respond with anger, if they feel that their whole belief system is challenged (Lewicki & Wiethoff, 2000).”
Elements of trust: Risk and perspective-taking (2011, background): “In these situations, decision processes may be more strategic than relational (Lewicki, 2006), making a process-oriented approach particularly useful.”
Socio-Psychological Barriers to Confl ict Resolution (2011, unknown): “…in delaying possible solution stems from its negative affect on levels of expectations about future behavior of the rival (Yamagishi & Yamagishi, 1994), which leads almost directly to refusal to take risks in negotiations and to support of conflict continuation (larsen, 1997; lewicki, 2006).”
Entrepreneurs' Social Skills and New Venture Performance: Mediating Mechanisms and Cultural Generality (2009, background): “…of trust and liking on the part of others may then, in turn, provide entrepreneurs with access to a broader array of potentially useful information than is available to persons lower in social skills, who consequently do not generate high trust and liking in others (e.g., Lewicki & Wiethoff, 2000).”
Repairing and Enhancing Trust: Approaches to Reducing Organizational Trust Deficits (2010, background): “, Lewicki, 2006; Lewicki & Bunker, 1996). Some of the more interesting work in trust repair dates back to the early studies of trust in the 1960s, although many of them were not specifically designated (or measured) as trust-repair studies. For example, in their classic work on the resolution of int”
It hurts both ways: How social comparisons harm affective and cognitive trust (2012, background): “Prior trust research suggests that once a strong level of trust has developed between parties, the relationship can withstand aversive events (Lewicki & Wiethoff, 2000).”