Trust within teams: The relation with performance effectiveness

By Ana Cristina Costa, Robert A. Roe, Tharsi Taillieu. 2001

419 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f85091fd7fa8ba44e9b06cd5eb9cf9e971d71f68

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

Leadership and trust: Their effect on knowledge sharing and team performance (2010, background): “Trust in the team is of great importance for project work because team members are often equally or more reliant on their colleagues than on the leader for performance and satisfaction (Costa et al., 2001).”
Understanding the Trust-Control Nexus (2005, background): “Within organizations, Costa et al. (2001) found that trust between members in work teams is positively related to cooperative behaviours and negatively to monitoring colleagues, indicating that trust can work as a substitute for control.”
Mind the Gap: Organizational Learning and Improvement in an Underperforming Urban System (2012, background): “may result in an increase in the ability of the parties to engage in deeper exchanges of information and innovative practices (Costa et al. 2001; Tschannen-Moran 2004), whether of a more technical or social nature as discussed”
Does conflict shatter trust or does trust obliterate conflict? Revisiting the relationships between team diversity, conflict, and trust (2010, background): “better information sharing and higher synergy within teams (Costa, 2003; Costa et al., 2001); therefore, it improves team effectiveness.”
Trust in leadership: A multi-level review and integration (2007, background): “Or, as seen in Costa, Roe, and Taillieu (2001), team members are more cooperative.”
Antecedents of trust in managers: a 'bottom up' approach (2003, background): “, 1999; Janowicz and Noorderhaven, 2002), and to positive outcomes such as high levels of co-operation and performance (Morgan and Hunt, 1994; Gambetta, 1988; Costa et al., 2001; Costa, 2000).”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, background): “Research suggests that positive emergent states such as trust and respect increase both performance and satisfaction by increasing the effort, positive attitudes, and cooperation of members (Costa 2003; Costa et al. 2001; Kanawattanachia and Yoo 2002; Klimoski and Karol 1976; Mannix and Jehn 2004).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…of trust both at the individual and team levels, fewer studies have considered how considered how trust between team members affect team performance and other team outcomes (e.g., Chou et al, 2008 ), or how team trust might influence individual attitudes and performance (e.g., Costa et al., 2001).”
Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams (2020, background): “In empirical studies, four categories of risk-taking behavior have been repeatedly investigated: openness of communication, acceptance of influence, forbearance from opportunism, and control reduction (e.g. Costa and Anderson, 2011; Costa et al., 2001; Smith and Barclay, 1997).”
The differential effect of team members' trust on team performance: The mediation role of team cohesion (2010, background): “Prior research on working teams has demonstrated a positive relationship between trust and performance (Costa et al., 2001; Schippers, 2003) although this relationship has not always been significant (Aubert, & Kelsey, 2003).”
Work team trust and effectiveness (2003, background): “Earlier work shows that individuals who trust their team colleagues have high propensity to trust others, strongly perceive other team members as being trustworthy, often engage co-operative behaviours and do not monitor the work of their colleagues (Costa et al., 2001).”
Combining Psychology and Economics in the Analysis of Compliance: From Enforcement to Cooperation (2012, background): “Further, just as power can undermine trust, trust can make measures directed at enforcing rule compliance unnecessary, thus making the exertion of power redundant (Costa, Roe, and Taillieu, 2001; Currall and Judge, 1995; Dekker, 2004; Gulati, 1995; Inkpen and Currall, 2004; Ireland and Webb, 2007).”
Heed, a missing link between trust, monitoring and performance in knowledge intensive teams (2008, background): “Actors may experience the controlling aspects of monitoring by colleagues as a lack of trust (Costa 2003; Costa et al. 2001) which in turn results in actors directing their efforts towards protecting their own personal interests rather than cooperating and directing resources towards accomplishing…”