Free to Be Trusted? Organizational Constraints on Trust in Boundary Spanners

By Vincenzo Perrone, Akbar Zaheer, Bill McEvily. Organ. Sci., 2003

429 citations recorded by the source corpus.

Subfields: Communication, Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7e71a4dcf5a9eb39a53a2767fbcdc342161bccf9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. P. Ring
2. Alice H. Y. Hon
3. M. Janowicz-Panjaitan
4. Nicole M. Gillespie
5. Monideepa Tarafdar
6. G. Dietz
7. Zhiqiang Wang
8. Zhilin Yang

In Safety Research

1. F. Kroeger
2. S. Lui
3. Maxim Sytch
4. Alice H. Y. Hon
5. M. Janowicz-Panjaitan
6. Zhiqiang Wang
7. Keah Choon Tan
8. Michele Williams

In Strategy and Management

1. H. Milward
2. Kimberley R. Isett
3. Amy Fish
4. G. Dietz
5. Maxim Sytch
6. M. Janowicz-Panjaitan
7. P. Ring
8. F. Kroeger

Citations in the corpus

• Does familiarity breed trust? Revisiting the antecedents of trust (2008, background): “Among the control variables, several appear to be related to levels of interorganizational trust.”
• Relying on Trust in Cooperative Inter-Organizational Relationships (2006, background): “In their study of 119 buyer-seller relations, Perrone, Zaheer, and McEvily (2003) demonstrated that trust is a function of role autonomy and discretion of agents.”
• Effects of managerial ties and trust on supply chain information sharing and supplier opportunism (2014, background): “Through repeated interactions, buyers become increasingly confident of a supplier’s willingness and capacity to abide by promises (Perrone, Zaheer, and Mcevily 2003).”
• Measures for Dealing with Competence and Integrity Violations of Interorganizational Trust at the Corporate and Operating Levels of Organizational Hierarchy (2009, positive): “Operating level boundary spanners are subject to rules and regulations set by their respective organizations that affect their trustworthy behaviour (Perrone et al., 2003).”
• The Impact of Technostress on Role Stress and Productivity (2007, background): “, [60]) suggest that roles are not static, but are “emergent” or “dynamic.”
• Coercive strategy in interfirm cooperation: Mediating roles of interpersonal and interorganizational trust (2006, background): “These roles define institutionalized behavior that is stable and enduring, and connect individuals to the larger organizational system (Perrone et al., 2003; Zaheer et al., 1998). Zaheer et al. (2002) therefore suggest that interpersonal trust between managers depends not only on the individuals inv”
• Revisiting the Foundations of Organizational Distrust (2017, neutral): “For instance, individual boundary spanners, who are responsible for information processing and representing the organization, occupy different positions in their organizations in the context of interorganizational collaboration (Aldrich and Herker, 1977; Perrone et al., 2003).”
• Governance and Collaboration: An Evolutionary Study of Two Mental Health Networks (2010, background): “Why is trust an important concept in understanding how organizations within a network form relationships? Generally, trust can be defined as the “willingness to accept vulnerability based on positive expectations about another’s intention or behaviors (Mayer et al., 1995; Rousseau et al., 1998; McEv”
• Interpersonal influence as an alternative channel communication behavior in emerging markets: The case of China (2009, methodology): “Such interpersonal influence begets trust, because it permits boundary spanners on both sides to learn about their partner firm’s goodwill and competence (Luo, 2001; Perrone et al., 2003) and thus transforms them into symmetric friends (Montgomery, 1998).”
• Trust Repair After An Organization-Level Failure (2009, background): “Together, these set parameters around acceptable behaviors and can instill and even control members’ (un)trustworthiness by assigning roles and expectations for incumbents and constraining discretionary actions (Perrone et al., 2003; Shapiro, 1987).”
• Building genuine trust through interpersonal emotion management: A threat regulation model of trust and collaboration across boundaries (2007, background): “This type of allocation decision is particularly important for interorganizational projects because “boundary spanners [and their counterparts] are simultaneously exposed to competing expectations from their own and their partner organization” (Perrone et al., 2003: 423).”