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1 – 10 of 669Roy Yong-Joo Chua and Michael W. Morris
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…
Abstract
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.
Bình Nghiêm-Phú and Thành Hưng Nguyễn
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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For several decades, national culture has been described as having major influence over international business outcomes. Yet national culture has been framed often by vague terms…
Abstract
Purpose
For several decades, national culture has been described as having major influence over international business outcomes. Yet national culture has been framed often by vague terms and simplistic scales. The purpose of this paper is to explain why and how the influence of national culture should be reframed.
Design/methodology/approach
Review of literature concerned with causation in the behaviour of individuals and groups: anthropology, cognition, psychology, cross-cultural psychology, cultural psychology and cultural geography.
Findings
Within every nationality, and across international business, there is dynamic complexity of thought and action among individuals and groups. This derives from differences of genders, age, cultures, personality types and past experiences; the highly complex interactions between them; their commingling with common traits; and the varying influence of contextual factors. This dynamic complexity cannot be addressed by managers through use of vague simplistic conceptualizations of national culture.
Practical implications
As an alternative to vague simplistic conceptualizations, scientific theories, such as resource-based theory, knowledge-based view, contagion theories and social cognition theory, can be referred to in the formulation of multi-resolution simulation models. These models can enable managers to analyze dynamic complex international business scenarios, in terms of situation-specific variables.
Originality/value
The originality of this paper is that it provides a detailed explanation of why vague simplistic conceptualizations of national culture are of limited usefulness to managers of international business. The value of this paper is that it describes a practical alternative: theory-based multi-resolution simulation models.
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Satyanarayana Parayitam and Robert S. Dooley
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
The sample consisted of hospitals in healthcare industry only. Self‐report measures may have some inherent social desirability bias.
Practical implications
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.
Originality/value
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.
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Shao Kai Lu and Hong Yan
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…
Abstract
Purpose
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.
Design/methodology/approach
The authors collected survey data on 260 architect–contractor project-based relationships in China.
Findings
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.
Research limitations/implications
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.
Practical implications
These findings provide important implications for firms hoping to facilitate active trust development processes.
Originality/value
More is now known about the trust in inter-organizational settings at the individual level.
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Graham R. Massey and Philip L. Dawes
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Cara-Lynn Scheuer and Catherine Loughlin
The purpose of this paper is to help organizations capitalize on the potential advantages of age diversity by offering insight into two new moderators in the age diversity, work…
Abstract
Purpose
The purpose of this paper is to help organizations capitalize on the potential advantages of age diversity by offering insight into two new moderators in the age diversity, work group performance relationship – status congruity and cognition-based trust.
Design/methodology/approach
The authors surveyed 197 employees and 56 supervisors across 59 work groups to test for the moderating effects of status congruity and cognition-based trust on the age diversity, work group performance relationship.
Findings
The results demonstrated, on the one hand, that under conditions of status congruity (i.e. when there were high levels of perceived status legitimacy and veridicality) and/or when perceptions of cognition-based trust were high within the group, the relationship between age diversity and work group performance was positive. On the other hand, under conditions of status incongruity and/or low levels of cognition-based trust, this relationship was negative.
Research limitations/implications
The findings contribute to the literature by being the first to provide empirical evidence for the theorized effects of status on the performance of age-diverse work groups and also by demonstrating the effects of cognition-based trust in a new context – age-diverse work groups.
Practical implications
Arising from the study’s findings are several strategies, which are expected to help organizations enhance perceptions of status congruity and/or trust and ultimately the performance of their age-diverse work groups.
Originality/value
The paper is the first to empirically demonstrate the moderating effects of status congruity and cognition-based trust on the age diversity, work group performance relationship. The study also establishes important distinctions between the effects of objective status differences vs status perceptions.
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Graham R. Massey and Elias Kyriazis
The primary objective of this research is to test a model examining interpersonal trust between marketing managers and R&D managers during new product development projects.
Abstract
Purpose
The primary objective of this research is to test a model examining interpersonal trust between marketing managers and R&D managers during new product development projects.
Design/methodology/approach
In this study interpersonal trust as a bi‐dimensional construct with cognitive and affective components is conceptualised. The authors' integrative structural model specifies Weber's structural/bureaucratic dimensions – formalisation and centralisation to predict three communication dimensions, communication frequency, quality, and bi‐directionality. In turn these communication dimensions are used to predict cognition‐based trust, and affect‐based trust. In addition, the paper models the direct effects of the three communication dimensions on a dependent variable – perceived relationship effectiveness. The hypothesised model consists of 16 hypotheses, seven of which relate to the two focal interpersonal trust constructs. The measures were tested and a structural model estimated by using PLS. Data were provided by 184 R&D managers in Australia, reporting on their working relationship with a counterpart marketing manager during a recent product development project.
Findings
The hypothesized model has high explanatory power and it was found that both trust dimensions strongly influenced the effectiveness of marketing/R&D relationships during new product development, with cognition‐based trust having the strongest impact. The results also reveal which forms of communication help to build interpersonal trust. The most powerful effect was from communication quality to cognition‐based trust. The next strongest effects were from bi‐directional communication, which was a strong predictor of affect‐based trust, and a somewhat weaker predictor of cognition‐based trust. Interestingly, the direct effects of our three communication behaviours on relationship effectiveness were modest, suggesting that their relationship building effects are largely indirect. Last, it is revealed that bureaucratic means of control on product development projects have mixed effects. As expected, centralisation reduces cross‐functional communication. In contrast, formalisation has a positive effect during product development, as it stimulates both the frequency and bi‐directionality of communication between marketing managers and R&D managers on these projects.
Originality/value
This is the first study to treat interpersonal trust as the focal construct in marketing/R&D relationships during new product development. Moreover, it is the only study of marketing/R&D relationships to conceptualise, measure, and model two underlying dimensions of interpersonal trust (cognition‐based trust, and affect‐based trust). Our study also integrates aspects of Weber's theory of bureaucracy, with interaction theory, and demonstrates the strong links between these theoretical frameworks.
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Schalk Willem Jacobus Visser and Caren Brenda Scheepers
This study aims to investigate how different kinds of leadership styles (transformational and transactional leadership) influence different components of trust (affect-based and…
Abstract
Purpose
This study aims to investigate how different kinds of leadership styles (transformational and transactional leadership) influence different components of trust (affect-based and cognition-based trust), mediated by organisational justice mechanisms (distributive, procedural and interactional justice) during COVID-19 conditions in South Africa.
Design/methodology/approach
This study conducted a quantitative study by collecting survey data from 366 leaders in three organisations in South Africa, using valid and reliable scales. Given the number of latent constructs, the statistical technique used for this research was partial least squares-structural equation modelling, which enabled the authors to evaluate the strength and significance of the mediating relationships.
Findings
Findings show unexpectedly that neither distributive nor procedural justice has any significant mediating effect between transformational and transactional leadership and between the components of trust (affect-based and cognition-based trust). However, interactional justice was found to have a significant positive mediating effect between transactional leadership and affect-based trust as well as cognition-based trust. The same did not apply to transformational leadership.
Originality/value
Given the context of this study, which was conducted during the COVID-19 pandemic, these findings support the notion that it is the responsibility of leaders in organisations to communicate effectively, clearly and transparently to their followers at all times but particularly during times of extreme uncertainty. These increased levels of perceived fairness result in the development of trust within the organisation.
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Werner Rutten, Joyce Blaas-Franken and Harry Martin
This paper aims to explore the differences in the level of knowledge sharing between co-workers in high versus low trust situations, for cognition-based trust and for affect-based…
Abstract
Purpose
This paper aims to explore the differences in the level of knowledge sharing between co-workers in high versus low trust situations, for cognition-based trust and for affect-based trust as well as implicit and explicit knowledge.
Design/methodology/approach
The differences were examined through data provided by 102 professionals working for a financial organization in The Netherlands.
Findings
The differences in the level of knowledge sharing in high versus low trust situations are significant. The effect is larger for affect-based trust and for implicit knowledge.
Research limitations/implications
The survey has been conducted within one organization only.
Practical implications
Organizations should realize the importance of trust between their co-workers, and in general, there is much to gain by increasing the levels of trust between co-workers, as this will also increase knowledge sharing between co-workers.
Originality/value
Previous studies have not examined the situation of low trust and its effect on the level of knowledge sharing within a homogeneous group of co-workers.
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