The Role of Trust in Organizational Settings

By Kurt T. Dirks, Donald L. Ferrin. 2001

2,420 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1f40da75bccc7cb8f47e0544d65a9273d2704e2a

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries (2007, background): “Mutual trust also increases motivation to devote resources to joint goals (Dirks & Ferrin, 2001).”
Getting Everyone on Board: The Role of Inspirational Leadership in Geographically Dispersed Teams (2009, background): “In the past, research has considered the impact of inspirational leadership on specific targets of trust such as trust in management or in the leader ( Dirks and Ferrin 2001 ).”
A Multilevel View of Intragroup Conflict (2008, background): “Pondy’s (1967) model starts with three latent conditions of conflict—scarce resources, power, and interdependence—that correspond to structural factors described by theorists such as Deutsch (1949) and Emerson (1962).”
Understanding the Trust-Control Nexus (2005, background): “Trust is generally acknowledged to smooth relations between actors (Dirks and Ferrin, 2002; Zucker, 1986; Powell, 1990; Gulati, 1995; Creed and Miles, 1996; Oliver, 1997) by bringing on a wide variety of positive attitudes and behaviours towards trusted others.”
Personal attributes of expatriate managers, subordinate ethnocentrism, and expatriate success: a host-country perspective (2010, background): “context, fairness and trust have been shown to affect managers’ outcomes (Dirks and Ferrin 2001; McAllister 1995; Pillai, Schriesheim and Williams 1999).”
NORMAL ACTS OF IRRATIONAL TRUST: MOTIVATED ATTRIBUTIONS AND THE TRUST DEVELOPMENT PROCESS (2004, background): “Cook, 2001; Dirks & Ferrin, 2001; Kramer & Tyler, 1996).”
Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, background): “This line of reasoning is the dominant logic concerning the effects of trust in organizational settings (Dirks & Ferrin, 2001; Peterson & Behfar, 2003; Simons & Peterson, 2000).”
The effect of workplace spirituality on team effectiveness (2010, background): “3 Trust It has been stated that trust among workers is an important concept to analyze because it has a number of positive benefits for companies and their employees (Kramer, 1999; Dirks and Ferrin, 2001).”
Revisiting the Foundations of Organizational Distrust (2017, positive): “For instance, managers with competitive rewards are likely to be more self-interested, which makes them less trusting of their peers (Dirks and Ferrin, 2001).”
Intrinsic Motivation and Employee Attitudes (2012, background): “Managerial trustworthiness is positively associated with employee attitudes, including employee satisfaction and intent to leave, by facilitating trust building between managers and subordinates (Dirks & Ferrin, 2001; Kramer, 1999; Mayer et al., 1995).”