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Trust is an important facilitator of successful B2B relationships. The purpose of this study is to investigate affect-based antecedents of both interpersonal and interorganizational trust, and their impact on the performance of buyer–supplier relationships. The authors ask two research questions: (1) What are affect-based dimensions of interpersonal and interorganizational trust? (2) How do interpersonal and interorganizational trust influence buyers’ operational performance?

The authors use data from an original survey of 156 buyer–supplier relationships between multinational enterprise subsidiaries and local suppliers in the Thai manufacturing sector to develop a structural model in which the authors test the hypotheses.

Consistent with social exchange theory and social psychology, the empirical analysis shows that affect-based dimensions at the individual level, namely, likeability, similarity and frequent social contact, and at the organizational level, namely, supplier firm willingness to customize and institutionalization of cooperation, are important for establishing trust. In addition, interpersonal trust enhances buyers’ operational performance indirectly via interorganizational trust.

Buying and selling firms may develop organizational trust by developing processes that enhance organizational trust. Individuals with purchasing or sales responsibilities may enhance trust in their personal relationship. However, such interpersonal trust needs to be translated to the organizational level to benefit organizational performance.

The findings contribute to the literature on affect-based antecedents and outcomes of trust. Specifically, the authors offer theory and empirical evidence regarding the contribution of salespersons toward affect-based dimensions of trust and its impact on buyer’s operational performance.

The purpose of this study is to examine the adoption of the active learning and teaching methods by university lecturers, taking into account the contribution of certain important factors, including trust, empowerment, thinking styles and emotional intelligence. In addition, this study further reveals the diverse nature of university lecturers with regards to their tendencies to adopt active teaching methods using the segmentation technique of marketing.

A structured survey was implemented with university lecturers in Hanoi (Vietnam), obtaining a sample of 218 respondents from six universities. Descriptive analysis was carried out to identify the extent of the adoption of these methods. In addition, cluster analysis and analysis of variance were computed to extract and define the segments of university lecturers.

The findings show that the lecturers, on average, had a tendency to apply active teaching methods. However, the extent of the application of these methods differed among four clusters: “conservatives,” “liberals,” “junior conservatives” and “junior liberals.” In addition, it was found that the degree to which active methods were applied may have been affected by the lecturers' trust in and their empowerment of the students. The application of active methods may also have been influenced by various covert characteristics of the lecturers, including thinking styles (cognition-based) and emotional intelligence (affect-based). The lecturers' overt characteristics, such as age, education and experience, may also have affected their application of active methods, while biological sex seems not to have been a significant factor.

The results of this study expand the literature by explaining the diversity of university lecturers from the perspective of the active teaching and learning methods. They also provide implications for the management of education reform based on the varied implementation of the said methods that has already taken place.

This chapter seeks to integrate and expand on the ideas presented by Cropanzano, Li, and James (this volume), Ambrose and Schminke (this volume), and Rupp, Bashshur, and Liao (this volume). First, it summarizes and comments on the key insights made by each set of authors. It then presents five propositions, along with some preliminary evidence supporting each: (1) employees can and do make source-based justice judgments; (2) justice treatment is directed at different targets (including individuals and groups, both internal and external to the organization); (3) global justice climate may be a useful approach to studying justice once the relationship between more specific justice climates (e.g., interunit or intraunit justice climate) is better understood; (4) it is necessary to study both general and specific justice climates to understand the unfolding of justice reactions over time; and (5) a climate for justice can be behaviorally measured and trained.

The key objective of this research is to test how two trust dimensions (cognition‐based trust and affect‐based trust) mediate the effects of three personal characteristics (psychological distance, the marketing manager's sales experience, and the marketing manager's relative level of formal education) on the following outcome variables: dysfunctional conflict, functional conflict, and perceived relationship effectiveness.

Drawing on the interaction approach, the paper develops a conceptual framework to better understand the nature of the working relationship between marketing managers and sales managers. In total, it develops and test 13 hypotheses. Partial least squares was used to assess the validity of the measures, and to estimate the structural model. Using a cross‐sectional design, data were collected from 101 marketing managers in Australia.

The hypothesized model has high explanatory power and it was found that both trust dimensions strongly affected all three outcome variables. However, though both forms of trust were positively related to perceived relationship effectiveness, affect‐based trust had the strongest impact on this outcome. The results also confirm that both cognition‐ and affect‐based trust have negative effects on dysfunctional conflict, and strong positive effects on functional conflict. In addition to these new findings, the paper shows that while psychological distance has a strong negative impact on cognition‐based trust, it has no impact on affect‐based trust. Moreover, it was found that when marketing managers had greater levels of sales experience, it increased their affect‐based trust but it had no impact on cognition‐based trust. Finally, the marketing manager's relative level of formal education had no impact on either forms of trust.

This is one of a handful of studies to employ a large‐scale empirical approach to examine the neglected cross‐functional relationship between marketing and sales. Also, it is one of the few studies to examine the effects of cognition‐based trust and affect‐based trust on performance outcomes.

Interpersonal trust is an important element of Chinese guanxi network. In this chapter, we examine Chinese guanxi network from a trust perspective. We adopt the distinction that trust could be built on either a socio-emotional basis (affect-based trust) or an instrumental basis (cognition-based trust) and use this lens to examine cultural differences in Chinese and Western social networks. Specifically, we will discuss (a) how the two dimensions of trust are related in the Chinese versus American context, and (b) how affect-based trust is associated with different forms of social exchange in Chinese versus American social networks. Because dyadic relationships are embedded within larger social networks, trust between two network actors is also likely to be influenced by the social context that surrounds them. Hence, we also examine how dyadic trust is shaped by higher-level network properties such as density.

Research on strategic decision making has over‐emphasized the importance of cognitive conflict because of its potential benefits. Recent research documented that, apart from the benefits, cognitive conflict leads to affective conflict. Taking information processing perspective, the present study seeks to argue that the benefits of cognitive conflict can be stimulated by the cognition‐based trust, while the interplay between cognitive conflict and affective conflict can be influenced by affect‐based trust. The present study therefore aims to demonstrate the divergent roles of the perceived trustworthiness as potential moderators in strategic decision‐making teams.

Using structured survey instrument, multi‐informant data was collected from CEOs and senior executives of 109 US hospitals. After performing confirmatory factor analysis of the measures used, the data was analyzed using hierarchical regression techniques to analyze divergent roles of cognition‐ and affect‐based trust as moderators in the relationship between conflict and decision outcomes.

Results showed that cognition‐based trust is the key to fortify the benefits of cognitive conflict while affect‐based trust is the panacea for the ills of cognitive conflict.

The sample consisted of hospitals in healthcare industry only. Self‐report measures may have some inherent social desirability bias.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that trust between the executives involved in strategic decision‐making process plays an important role in enhancing decision quality. It is therefore suggested that CEOs and administrators engage the executives who have both cognition‐ and affect‐based trust with each other to have successful decision outcomes.

Though the sample in the present study focuses only on healthcare industry, to the extent strategic decision‐making process is similar in other industries, the findings can be generalizable across other industries.

Creativity has become essential for organizations to remain competitive. Therefore, this paper aims to investigate the intervening role of knowledge sharing between affect-based trust and employee creativity. The study further investigates perceived organizational support as a conditional factor on the association between affect-based trust and employee creativity.

The study tackled the issue of common method variance by collecting data in dyads. Specifically, the study collected data from 368 employees and their supervisors working in various organizations in Pakistan through Google Forms in two waves. In the first wave, employees were approached on a convenience basis, whereas, in the second wave, data from their supervisors were collected.

Structural equation modeling was applied to test hypotheses. The study noted knowledge sharing as a mediator between affect-based trust and employee creativity. The study also noted that individuals with high perceptions of organizational support are more likely to strengthen the association between affect-based trust and knowledge sharing.

This study suggests management work on their employees’ affect-based trust-building. Employees who have relationships based on affect-based trust feel safe and are less afraid of being criticized for sharing their ideas and thoughts. This positively contributes to developing a cooperative environment which becomes the base for employee creativity.

Past studies have examined the association between general trust and employee creativity. To this backdrop, this study highlighted the importance of affect-based trust toward employee creativity. More specifically, drawing upon social exchange, this study is the first of its kind that examined the mediating role of knowledge sharing between affect-based trust and employee creativity, where perceived organizational support is examined as a conditional variable between affect-based trust and knowledge sharing.

Purpose — This chapter focuses on trust-building between American and Chinese business negotiators in the U.S.–Chinese collaborative projects through the work of ethnic Chinese employees. These ethnic Chinese employees can be effective trust-builders who can prevent dishonest behaviors in negotiations and implementations of projects in China through adequate corporate policies and training.Design/methodology/approach — The data were collected through semi-structured personal in-depth interviews through years 1994–2004 in the United States and in Hong Kong. The data were further validated by the author’s recent six years of field work in mainland China (2006–2011).Findings — The work explains how 36 Chinese expatriates in the United States and 24 Chinese executives in Hong Kong established trust between the U.S. negotiators coming from an individualistic, goal-oriented, low-context culture with a mature market economy and a well-established legal system and Chinese negotiators coming from a collectivistic, relationship-oriented, power-driven, high-context culture with an emerging market economy and an embryonic legal system. Many Chinese expatriates and executives have learned to entwine affect-based trust (feeling) and cognitive-based trust (information) with the Chinese representatives but cannot convey the affect-based trust to the relationships between American and Chinese representatives. Many Chinese expatriates and executives can use their affect-based trust to ask for reciprocity from the Chinese representatives and discern how to leverage on valid information provided by both sides. The social consequences of breaking affect-based trust relationships in the context of the Chinese culture are well above the norms to facilitate honest relationships between the U.S.–Chinese collaborative projects. The affect-based trust between ethnic Chinese employees and Chinese negotiators is transferred to defer dishonest behaviors in negotiations and projects when these ethnic Chinese employees perceive to have authority to mobilize American corporate resources in the negotiation processes.Social implications — American corporations need to enhance the effectiveness of their ethnic Chinese employees as valuable honesty builders in negotiations and implementations of projects in China, where there are weak institutional policies and structures to punish dishonest organizational practices.Originality/value — It is important for American corporations to develop a shared understanding between American representatives and their ethnic Chinese employees in the context of U.S.–Chinese cooperative project negotiations through corporate policies and training programs before a team of American representatives is formed.

The purpose of this paper is to examine the assumptions concerning how the processes that foster trust are influenced by contractual control and managers’ propensity to trust. More specifically, the paper investigates the extent to which distinct types of trust (i.e. cognition- and affect-based trust) are differentially and interactively associated with contractual control and the propensity to trust.

The authors collected survey data on 260 architect–contractor project-based relationships in China.

The results of this paper show that contractual control and a project manager’s propensity to trust are positively related to the managers’ trust in their partners. However, the interaction of the propensity to trust and contractual control has a negative effect on cognition-based trust. Cognition-based trust, in turn, is linked to the unique and interactive relationships between contractual control, the propensity to trust and affect-based trust.

While this paper adds to the literature on trust and control, future research is needed to fully understand the differences in interpersonal trust across alliances and countries.

These findings provide important implications for firms hoping to facilitate active trust development processes.

More is now known about the trust in inter-organizational settings at the individual level.

The purpose of this paper is to explore the relationships among cognitive-based trust, affect-based trust, sense of belonging, self-image congruity, perceived community-brand similarity, and information intention by applying the uses and gratification (U&G) theory and the dual mediating hypothesis in the context of Taiwanese social networking brand sites.

This study uses specific metrics to measure construct items. The respondents have used or currently use the Facebook Apple fan page for more than three months. This study conducts the online survey of mySurvey through the website and provides respondents with convenience store coupon rewards to increase the response rate. This study collects 500 samples with 381 valid samples and uses a structural equation modeling to test the research hypotheses.

The effects of cognitive-based trust on psychological factors are higher than the effects of affect-based trust on psychological factors. In addition, cognitive-based trust has the largest effect on perceived community-brand similarity as well as on self-image congruity. Hence, cognitive-based trust is far a more important factor than affect-based trust for the effects on psychological factors. Self-image congruity has significant and positive effects on the intention to give, obtain, and pass information. Self-image congruity has the largest effect on the intention to pass information as well as on the intention to obtain information, but sense of belonging has the largest effect on the intention to give information. The effects of perceived community-brand similarity on the intention to give information and the intention to obtain information are significant yet mild.

SNS members are eager to participate in e-word-of-mouth (e-WOM) activities via affection and social interaction, care for each other, and a feeling of concern. SNS managers should focus on members’ interaction content and processes to foster long-term relationships and create value propositions. Managers should use innovative online platforms to maintain communication and interaction in order to: provide cognitive trust among members; acquire members’ trust; retain members; and enhance members’ connectivity. SNS managers must increase members’ psychological connection, utilize cognitive-/affect-based trust, and attract brand devotion for common interests.

In terms of the SNS members’ interaction and participation in interpersonal relationships, psychological perspectives can generate long-term reliance and sense of belonging. The willingness to exchange information and the involvement of continuous participation can affect the e-WOM behavior of giving and passing information. Brand fan page members are more willing to engage in e-WOM intentions when they have a higher self-image congruity and sense of belonging.

This study adopts the tricomponent attitude model to examine the relationship among cognition, affection, and behavioral intentions of community members between individuals and groups.