Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives

By J. Colquitt, J. B. Rodell. 2011

614 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/57135dffc7d8adccf87378e44901557e9cd3c0d2

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Citations in the corpus

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination (2018, background): “…of employees about the intention and behavior of multiple constituencies of an organization regarding the organization’s conduct, motives, and intentions in an organizational setting (Colquitt & Rodell, 2011; Fulmer & Gelfand, 2012; Gabarro & Athos, 1976; Lumineau, 2017; McAllister, 1995).”
Idiosyncratic Deals and Voice Behavior (2015, background): “Therefore, compared to organizational commitment and organizational identification, organizational trust represents a stronger form of reciprocation (Colquitt & Rodell, 2011; Pirson & Malhotra, 2011).”
Accounting for the influence of overall justice on job performance: : integrating self-determination and social exchange theories (2014, background): “This is particularly so as Colquitt and Rodell (2011) reported evidence of reciprocal effects in their longitudinal examination of the relationships between trust and the four dimensions of organizational justice (which constitute antecedents of overall justice, Ambrose and Schminke, 2009).”
Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis (2016, background): “Some investigators (e.g., Salamon & Robinson, 2008) combine the three subscales, whereas others treat them individually (e.g., Colquitt & Rodell, 2011).”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, neutral): “To measure LTS, we applied two items based on earlier measures that focus directly on the truster's willingness to be vulnerable (Colquitt & Rodell, 2011; Mayer & Davis, 1999; Mayer & Gavin, 2005; Schoorman, Mayer, & Davis, 1996), and two items intended to capture subordinates' trustworthiness…”
Degrees of Freedom in SEM (2017, background): “Similarly, if figures cannot contain all paths for purposes of clarity, be sure to specify omitted paths in the diagram (e.g., Colquitt & Rodell, 2011).”
Leaning Out: How Negative Recruitment Experiences Shape Women’s Decisions to Compete for Executive Roles (2017, methodology): “The moderator variable was perceived procedural justice, measured via seven items adapted from Colquitt and Rodell (2011).”
Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, neutral): “Reliabilities for both measures were good (a = .94 and .94).”
Ethical Leadership and Reputation: Combined Indirect Effects on Organizational Deviance (2015, result): “…the pattern of relationships between integrity and competence, two of the underlying factors of trustworthiness that are closely related to ethical leadership and reputation for performance, respectively, we find similar results (Colquitt & Rodell, 2011; Colquitt et al., 2007; Mayer & Davis, 1999).”
Reassessing the Variables Used to Measure Public Perceptions of Scientists (2020, background): “The general trust measure involves questions that represent a direct measurement of trust, whereas the vulnerability question (Colquitt & Rodell, 2011) is somewhat behavioral inasmuch as it seems to reflect ceding of authority, similar to the concept of deference (e.g., Anderson et al., 2012).”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Evidence shows significant strides could be made through either the adoption of multiple theoretical perspectives, as demonstrated by Colquitt and Rodell (2011) in their study of trust and justice which combined three perspectives (social exchange theory, the relational model and fairness heuristic…”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, background): “…that kind of time frame to experience the types of decisions and situations that can be evoked to cognitively gauge overall first-party justice (Colquitt and Rodell, 2011) and to assess, according to their own perceptions of overall justice and CSR, what outsiders might think about their…”