The Effects of Contracts on Interpersonal Trust

By Deepak Malhotra, J. Murnighan. 2002

684 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a1421bbba8166251ab30c85bf2ca303d750ee417

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Citations in the corpus

A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes (2009, methodology): “Supervisors used the same Mayer and Davis (1999) scale to provide their ratings of trust in each of their employees.”
Do people trust too much or too little (2009, neutral): “However , such a choice had an unintended consequence of undermining the prosocial motivation of Persons B, who returned much less money when under threat of sanction (for similar results see Malhotra & Murnigham, 2002).”
Revisiting the Foundations of Organizational Distrust (2017, neutral): “This argument has drawn attention in several recent studies (Bachmann, 2001; Johnson et al., 2002; Malhotra and Murnighan, 2002).”
The Effect of Control Systems on Trust and Cooperation in Collaborative Environments (2005, background): “Malhotra and Murnighan (2002) conclude that control systems inhibit the development of trust.”
Trust and Information Sharing in Supply Chains (2012, background): “Trust has also been shown to act as a substitute for legally binding contracts (Zaheer and Venkatraman 1995, Malhotra and Murnighan 2002, Narayanan and Raman 2004).”
Friends, Acquaintances, or Strangers? Partner Selection in R&D Alliances (2008, background): “Other scholars argue that, to the contrary, informal and formal governance are substitutes for one another (e.g., Dyer & Singh, 1998; Gulati & Singh, 1998; Malhotra & Murnighan, 2002; Larson, 1992, Reuer, Arino, & Mellewigt, 2006; Uzzi, 1997).”
At What Level (and in Whom) We Trust (2012, background): “…particularly influential in research on antecedents of trust such as generalized propensity to trust (Colquitt et al., 2007), leadership behavior (Gillespie & Mann, 2004; Korsgaard, Brodt, & Whitener, 2002), and monitoring and contracts (Ferrin, Bligh, & Kohles, 2007; Malhotra & Murnighan, 2002).”
Trust in Automation: Designing for Appropriate Reliance (2004, background): “For example, when roles were defined by a binding contract, trust declined substantially when the contracts were removed (Malhotra & Murnighan, 2002).”
Alliance Capabilities (2015, background): “The study assumed that two firms’ relational capabilities are additive and therefore operationalized the dyad-level capability as the sum of firm-level capabilities.”