The Road to Reconciliation: Antecedents of Victim Willingness to Reconcile Following a Broken Promise

By Edward C. Tomlinson, Brian R. Dineen, R. Lewicki. 2004

432 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b29f8524d21e68baced376d8f4b43fd409f32fa0

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Citations in the corpus

From ‘automation’ to ‘autonomy’: the importance of trust repair in human–machine interaction (2018, neutral): “…by the work from the organisational literature, we created an initial trust repair relationship framework based, on previous proposed models (Tomlinson, Dineen, and Lewicki 2004; Tomlinson and Mayer 2009), that covers three major stages including a (1) Relationship Act, (2) Relationship…”
Measures for Dealing with Competence and Integrity Violations of Interorganizational Trust at the Corporate and Operating Levels of Organizational Hierarchy (2009, neutral): “Violations that occur rarely or that are of little severity will be treated differently than those that occur regularly or that are severe (Tomlinson et al., 2004).”
Apologies and Transformational Leadership (2006, background): “…and Whang, 2003; Sigal et al., 1988), apology timing (Skarlicki et al., 2004), perpetrator autonomy (Folkes and Whang, 2003; Hodgins et al., 1996), offence severity (e.g., Tomlinson et al., 2004), status of offender (Gonzales et al., 1990), and degree of relationship (Hodgins and Liebeskind, 2003).”
Understanding the effects of substantive responses on trust following a transgression (2011, background): “Likewise, Tomlinson et al. (2004) found that apologies increased the willingness to reconcile following a trust violation.”
Almost human: Anthropomorphism increases trust resilience in cognitive agents. (2016, background): “, 2014) and engender empathy and forgiveness (Bradfield, 1999; McCullough et al., 1997; Tomlinson et al., 2004).”
Organizational change: Motivation, communication, and leadership effectiveness (2009, background): “Disappointing or unfavorable results due to unfulfilled or inaccurate promises and predictions undermine leadership credibility and lead to employee perceptions of injustice, misrepresentation, and violations of trust (Folger & Skarlicki, 1999; Tomlinson, Dineen, & Lewicki, 2004).”