At What Level (and in Whom) We Trust

By C. Fulmer, Michele J. Gelfand, William Raines, Stephanie von Numers, Ethan Wieselthier, Nicholas Jimenez, Farrah Al-Mansoor, Eva Lenoir, Eric Barley, E. Vance Wilson and 5 more. 2012

940 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/28c2f6d2800796c875d519ab56fb1ecb1e4550b7

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Citations in the corpus

Relational factors in owner–contractor collaboration: The mediating role of teamworking (2015, background): “Based on a review of research on trust between 2000 and 2011, Fulmer and Gelfand (2012) find that trust is operationalized at and in different levels (interpersonal, team, and organizational).”
Attachment theory at work: A review and directions for future research (2018, background): “…theory to network research could advance the understanding of network phenomenon such as developmental networks (Dobrow, Chandler, Murphy, & Kram, 2012), trust across multiple relationships (Fulmer & Gelfand, 2012), and the effects of network position on personality expression (Landis, 2016).”
Trust Between Entrepreneurs and Angel Investors (2014, methodology): “…that put them in a vulnerable position such as communicating openly and freely is expected to represent the closest behavioral manifestation of entrepreneurs’ intrateam trust perceptions, with rigidities in decision making likely being more distal (Colquitt et al., 2007; Fulmer & Gelfand, 2012).”
Consensus on conceptualizations and definitions of trust: Are we there yet? (2015, background): “…and organizational science (e.g., Bigley & Pearce, 1998 ; Burke, Sims, Lazzara, & Salas, 2007 ; Castaldo et al., 2010 ; Dietz & Den Hartog, 2006 ; Fulmer & Gelfand, 2012 ; Hosmer, 1995 ; Kramer, 1999 ; Lane, 1998 ; Lewicki, McAllister, & Bies, 1998 ; Mayer et al., 1995 ; Möllering, Bachmann, &…”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, neutral): “…in leader–subordinate relationships, LTS has received little attention as virtually all studies address subordinates' trust in their leader (Colquitt, Scott, & LePine, 2007; Dietz & Den Hartog, 2006; Fulmer & Gelfand, 2012; Mayer, Davis, & Schoorman, 1995; Rousseau, Sitkin, Burt, & Camerer, 1998).”
What Facilitates Dynamic Capabilities? The Role of Organizational Climate for Trust (2017, background): “Specifically, we focus our attention on climate for trust, defined as a “shared psychological state among organizational members comprising willingness to accept vulnerability based on positive expectations of a specific other or others” (Fulmer and Gelfand, 2012, p. 1174).”
Revisiting Who, When, and Why Stakeholders Matter: Trust and Stakeholder Connectedness (2020, background): “Fulmer and Gelfand (2012) argued that the socio-emotional processes associated with favoritism in groups also operate at higher levels of analysis, including at the unit level.”
How should we divide the pie? Equity distribution and its impact on entrepreneurial teams ☆ (2015, background): “For example, future researchmight investigate the dynamic relationship between intrateam trust in the original entrepreneurial teamand the overall “climate of trust” (Fulmer and Gelfand, 2012: 1203) that develops in the firm including its employees.”
Social Exchange Theory: A Critical Review with Theoretical Remedies (2017, background): “Once the researcher selects a referent (e.g., supervisor vs. organization, see Fulmer & Gelfand, 2012; Lavelle et al., 2007; 2015) then social exchange offers relatively little a priori grounds for distinguishing among the available options.”
Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “For example, leadership research can build on the substantial literature on trust (Fulmer & Gelfand, 2012; Mayer, Davis, & Schoorman, 1995) to gain an understanding of how leaders can build trust as an endowment of resilience.”
Interpersonal trust within negotiations: : Meta-analytic evidence, critical contingencies, and directions for future research. (2014, background): “Trust research has since expanded into an extensive literature (Dirks & Ferrin, 2001; Fulmer & Gelfand, 2012; Kramer, 1999; Searle, Weibel, & Den Hartog, 2011).”
It Isn’t Always Mutual (2015, background): “Indeed, a recent review of trust across multiple levels characterized the literature as tending “... to examine trust as a static phenomenon and from one party’s (i.e., the trustor’s) perspective” (Fulmer & Gelfand, 2012: 1211).”
Family Firm Reputation and Humanization: Consumers and the Trust Advantage of Family Firms Under Different Conditions of Brand Familiarity (2018, methodology): “Furthermore, one of the shortcomings in many of the current studies on trust is that it is limited to the relationships at a single level of analysis, considering dyadic trust relationships between individuals, teams, or organizations (Fulmer & Gelfand, 2012; Schoorman et al., 2007).”
How Perceived Corporate Social Responsibility Affects Employee Cynicism: The Mediating Role of Organizational Trust (2018, background): “Many definitions of trust generally present it as involv‐ ing positive expectations of trustworthiness, a willingness to accept vulnerability, or both (Fulmer and Gelfand 2012).”