How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort.

By Bart de Jong, Tom Elfring. 2010

591 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/172c1fd49ed15eaf7e88bc23f6ce10c696c7fe3e

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “…relationships between members (Mannix & Sauer, 2006), which impacts other important pre-requisites of team functioning and performance, including intra-team trust (De Jong & Elfring, 2010) and the willingness to share information and cooperate with one another (e.g., Greer & Van Kleef, 2010).”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, unknown): “…as career success, (Seibert, Kraimer, & Liden, 2001), ethical leadership (Walumbwa, Mayer, Wang, Wang, Workman, & Christensen, 2011), discrimination (Goldman, Slaughter, Schmit, Wiley, & Brooks, 2008), and trust in teams (De Jong & Elfring, 2010)—to better understand the phenomenon of interest.”
Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust (2020, background): “…a high level of interpersonal trust, teachers are more likely to suspend uncertainty about and vulnerability in relation to their colleagues (De Jong and Elfring, 2010), and feel safe and comfortable about the ways in which colleagues will respond to their voice, thereby increasing the…”
How should we divide the pie? Equity distribution and its impact on entrepreneurial teams ☆ (2015, background): “First, intrateam trust encompasses the “shared generalized perceptions of trust that teammembers have in their fellow teammates” (De Jong and Elfring, 2010: 536) and has been described as “key aspect of the social exchanges that take place between functional managers” (De Clercq et al., 2010: 90).”
Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams (2020, background): “In addition, we conceptualize team trust as an emergent state of teams, which develops from the team members’ shared perceptions and experiences (De Jong and Elfring, 2010; Kozlowski and Klein, 2000; Langfred, 2004).”
Examining the “I” in Team: A Longitudinal Investigation of the Influence of Team Narcissism Composition on Team Outcomes in the NBA (2020, background): “…exchange relationships more generally) arguably undermines a team’s ability to effectively integrate effort through pathways such as members refusing to share scarce resources and failing to harmoniously transition efforts among team members (De Jong & Elfring, 2010; Mach, Dolan, & Tzafrir, 2010).”
Examining the effects of feeling trusted by supervisors in the workplace: A self-evaluative perspective (2014, background): “Despite the vast amount of empirical work on trust and performance, many trust researchers have identified a lack of research on how trust affects performance (De Jong & Elfring, 2010; Mayer & Gavin, 2005).”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “Cooperation is at the heart of teamwork (Chen, Chen, & Meindl, 1998; De Jong & Elfring, 2010; Jones & George, 1998), making the ability to better understand how teams cooperate critical for understanding the drivers of team success.”
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders (2016, background): “Severalmicrofoundations of this capability relate to building trust, a concept well described within team literature (De Jong & Elfring, 2010; Molina-Morales, Martínez-Fernández, & Torlò, 2011).”
Human Capital, Social Capital, and Social Network Analysis: Implications for Strategic Human Resource Management (2015, background): “Using social network analysis, organizations can pinpoint which employees are best at developing strong, trusting relationships, which is a factor critical to success both within teams (De Jong & Elfring, 2010) and between teams (Hinds & Cramton, 2014).”
Trust Development in Swift Starting Action Teams (2012, background): “Research has suggested, both empirically and theoretically, that trust is critical to the effectiveness of work teams (e.g., De Jong & Elfring, 2010; Lee et al., 2010; Salas, Sims, & Burke, 2005; Schaubroeck, Lam, & Peng, 2011).”