The reciprocal nature of trust: A longitudinal study of interacting teams.

By Mark A. Serva, Mark A. Fuller, Roger C. Mayer. 2005

377 citations recorded by the source corpus.

Subfields: Communication, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d00d6f575cf416c05a7c4de2f2b108141723d889

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Citations in the corpus

How Teachers Experience Principal Leadership: The Roles of Professional Community, Trust, Efficacy, and Shared Responsibility (2008, background): “This model of teaching, which is arguably poorly reflected in many of the current debates about alternative instructional models, appears to be reinforced by an environment within the school in which both teacher–principal relationships are salient and in which teachers perceive the broad net of inf”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “In a team setting, research by Serva, Fuller, and Mayer (2005) shows the importance of tracking not only behaviors, but also trustworthiness perceptions and psychological trust, as the behavior of one team towards another affects how trustworthy that team is perceived, trusted, and the subsequent…”
Construct Measurement and Validation Procedures in MIS and Behavioral Research: Integrating New and Existing Techniques (2011, methodology): “is a trustor's perception that the trustee adheres to acceptable values, which could include issues such as consistency, honesty, and fairness (Serva et al. 2005, p. 630).”
It Isn’t Always Mutual (2015, methodology): “For example, Serva et al. (2005) found that trust led to trusting behavior; the actor’s trusting behavior served as a signal of trustworthiness to the partner who acted in a trusting manner in return.”
Getting to Know You (2017, positive): “Previous longitudinal trust studies have examined trust using between two and four data points and with time lags ranging from 1 week to 6 months (e.g., Colquitt et al., 2011; Jarvenpaa et al., 1998; Serva et al., 2005; Shamir & Lapidot, 2003; Webber, 2008; Wilson et al., 2006).”
At What Level (and in Whom) We Trust (2012, background): “Risk-taking exhibited by one team has been found to signal trust in a partner team, which prompts the partner team to reciprocate trust in the risk-taking team (Serva et al., 2005).”
Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness (2008, background): “Rather than assuming one party’s trust and the other party’s trust to be equivalent, empirical studies should further investigate whether one party’s trust affects the other party’s trust in return (Schoorman et al., 2007; Serva et al., 2005).”
Trustworthiness: A Critical Ingredient for Entrepreneurs Seeking Investors (2014, background): “Trustors see displays of trusting behaviors, also exemplified in Table 1, as an indication that the individual is trustworthy (Serva et al., 2005).”
Measurement of Trust in Automation: A Narrative Review and Reference Guide (2021, background): “Notably, the predictive effect that ability, benevolence, and integrity perceptions have on trust changes over time with accumulated experience (Serva et al., 2005), making repeated measurement of these component factors crucial.”
A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes (2009, background): “Serva, Fuller, and Mayer (2005) specified that mutual trust is complementary trust in which each member of the dyad has roughly the same level of trust for the other at a given point in time.”