The Role of Relational Trust in Bank–Small Firm Relationships

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Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries (2007, background): “Further, it decreases the likelihood that boundary spanners will plan to terminate an interorganizational relationship (Saparito et al., 2004) and allows boundary-spanning individuals the freedom to adjust to unanticipated contingencies in ways that are jointly optimal, without the time and effort t”
Knee Deep in the Big Muddy: The Survival of Emerging Market Firms in Developed Markets (2008, background): “Relational trust can lead customers to remain in a relationship with its supplier, even though a more economically attractive alternative exists (Saparito et al. 2004).”
Coercive strategy in interfirm cooperation: Mediating roles of interpersonal and interorganizational trust (2006, background): “As individuals with similar backgrounds are likely to display a higher level of attraction toward each other, they are more likely to develop affective and relational trust (Johnson and Grayson, 2005; Saparito et al., 2004).”
Start-ups (2005, background): “For example, Saparito et al. (2004) studied how trust influences the relation between small firm owners and bank managers.”
At What Level (and in Whom) We Trust (2012, background): “, share personal information and engage in product development; Porter & Donthu, 2008), and to continue business relations with the organization (Saparito et al., 2004).”