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This paper aims to investigate the effects task conflict has on agreement seeking behavior and interpersonal conflict. In addition, it seeks to examine the moderating role of trust on the effects of agreement seeking behavior and interpersonal conflict on the styles of handing conflict, namely, avoidance, collaboration, and third party intervention.

Using a structured survey instrument, this paper gathered data from 252 senior executives from Mainland China and analyzed these using the regression technique to see how interpersonal trust between executives moderates the relationship between conflict and conflict response mechanisms. The study also investigates the relationship between task and relationship conflict as well as agreement‐seeking behavior among Chinese executives in Mainland China.

Results show that the presence of interpersonal trust among executives affects the conflict responses for the benefit of organization. The results show that task conflict in top management teams is positively related to relationship conflict and negatively related to agreement‐seeking behavior. The data support the view that intra‐group trust moderates the relationship between agreement‐seeking behavior and collaborating responses such that high‐trust groups will have greater collaboration than low‐trusting teams. Results also support that intra‐group trust moderates the relationship between agreement‐seeking behavior and third party responses such that high‐trust groups will have greater third‐party responses than low‐trusting teams.

Self‐report measures may have some inherent social desirability bias. Despite this potential weakness, this study examines Chinese executives and therefore provides insights into top management team literature.

This study contributes to both practicing managers as well as to strategic management literature. This study suggests that administrators need to focus on interpersonal trust while dealing with the outcomes of task and relationship conflict.

Although the study is related to Chinese executives, the findings from the study, that task conflict has its affect on interpersonal conflict and agreement‐seeking behavior, contribute to the strategic decision making literature.

The purpose of this paper is to determine important attributes of processed food, consumers’ trust in different information resources, and the impact of trust, demographic and behavior variables on the preference of processed food attributes among Chinese consumers.

Data of 1,267 participants were collected from four cities in China. A five-point Likert scale was used to measure consumer preference for 12 juice attributes. Consumer trust in nine sources of information on product quality was measured. Cluster analysis was used to segment consumers into groups based on their preference for juice attributes and trust in information sources, respectively. A multinomial logistic model was used to determine the impact of trust, demographic and behavior variables on the preference of juice attributes.

Consumers rate manufacture date, taste and food safety labels as the most important attributes of fruit juice products. Among different information sources, consumers place more trust in private information sources and traditional media. The low trust in different information sources impedes consumer preference for processed food quality attributes.

This research is among the few that examine consumer preference for processed food, such as juice. It identifies four distinct preference groups and trust groups, respectively, based on consumer preference for juice attributes and trust in different information sources. This paper provides important information for processed food companies and policymakers to effectively enact marketing strategies in China.

The purpose of this paper is to introduce and test a model of group processes (e.g. conflict), emergent states (e.g. trust), and group context (e.g. connectedness) to better understand the mechanisms that underlie the traditionally negative effects of conflict.

A total of 27 workgroups of a Dutch telecommunications company participated in a survey. To assess trust as a mediator between conflict and performance bootstrapping analysis was used. In addition, the moderating role of the three connectedness types was investigated with hierarchical regressions.

The results suggest that trust partially mediates the effect of task conflict and fully mediates the effect of relationship conflict on performance. Furthermore, trust is less affected by task conflict when group members are highly cognitively connected and less affected by relationship conflict when group members are highly task connected.

This research implies that task and cognitive connectedness decrease the negative effect of conflict on trust, and hence, performance. Shortcomings include discussing the causality between conflict and trust, and the possibility of different perceptions among group members regarding group phenomena.

The findings suggest that managers can help to provide circumstances in which conflict is not necessarily destructive for intragroup trust and performance.

Provides one of the first empirical examinations of the mediating role of trust in the relationship between task and relationship conflict and perceived group performance. Additionally, examines if connectedness (the level of active involvement of group members with each other) buffers the negative effects of conflict on trust.

The purpose of this paper is to examine the relationship between ethical leadership and group-level performance outcomes and show that group value congruence and group trust play pivotal mediating roles in the relationship between ethical leadership and work group performance outcomes.

To examine the proposed model, survey data from 116 branches of a baked goods and beverages chain located in Northern Taiwan were analyzed.

The results revealed that ethical leadership was positively and significantly related to group in-role performance and group helping behavior; the relationship was fully mediated by group value congruence and group trust after controlling for idealized influence leadership.

This study features a cross-sectional study design, thus limiting the accuracy of inferences about causality.

The results of the current study revealed that ethical leadership behaviors enhance group trust. Hence, these leadership behaviors could be among the best and most appropriate practices to be implemented in China and Taiwan.

The data suggested that ethical leadership was associated with not only individual-level behavior but also group-level performance. Furthermore, this paper also uncovered the mediation mechanism through which ethical leadership enhances group performance.

Cloud services have become very popular among researchers and people recently. In such a scenario, identifying reliable cloud services has become very important. The trust value plays a significant role in recognizing reliable providers. The purpose of this paper is to propose a new method to evaluate the trust metric among the cloud providers. The main goal is to increase the precision and accuracy of the trust evaluation method in the cloud environments.

This paper evaluates the trust metric among the cloud providers and entities by grouping the services and using a behavioral graph. Four parameters, availability, reliability, interaction evolution and identity, are used for evaluating the trust value. The performance of the proposed method is assessed using a simulator which is programmed in the cloud Azure 2013 based on C# codes.

The method is evaluated through various experiments in terms of precision, recall, error-hit, reliability and availability. The obtained results show that the proposed method has better reliability and availability than the FIFO and QoS models. Also, the results show that increasing the number of groups leads to increasing values of trust, precision and availability, and decreasing values of error-hit.

This paper proposes a trust evaluation method in the cloud environment by grouping the services and using a behavioral graph for improving the amount of availability, error-hit, precision and reliability values.

This study aims to examine the impact of task interdependence, communication medium, and sequence of conditions on trust in virtual teams.

A pilot experiment was conducted using 22 subjects in eight groups with a mixed 2×2 design. A within‐groups method with repeated measures was used to explore time pressure and task complexity, communication medium and individual perceptions of trust. A between‐groups method was used for sequence of conditions. The four study conditions were: a simple task in a face‐to‐face condition; a complex task in a face‐to‐face condition; a simple task in a computer‐mediated condition; and a complex task in a computer‐mediated condition. Groups were randomly assigned to a starting condition. Each group was rotated through all the conditions. Following each condition, subjects completed the modified Jarvenpaa‐Knoll‐Leidner trust measure assessing their individual perception of trust for that condition.

Significant effects were found on the relationships between the communication medium and condition sequences of task interdependence and communication medium on individual perceptions of trust. No significant effects were found on the relationship of task interdependence and individual perceptions of trust.

The sample size makes the study more descriptive than inferential.

This study intends to add to the trust literature by examining the impact of task interdependence, communication medium, and sequence of conditions on trust in virtual teams. Its primary contribution is the sequence of conditions on trust. The trust affect of condition sequence is linked to task interdependence, communication predictability, and adpative structuration theory.

Despite the prevalence of destructive leadership in today’s workplace, the authors know little about its influence on knowledge sharing among employees. Using the conservation of resources (COR) theory, the authors examine how abusive supervision influences psychological capital and affects knowledge sharing. Further, the authors take a context variable (group trust) to explore its cross-level influence on the above causal relationship. The paper aims to discuss these issues.

This study conducts multi-level analyses of knowledge sharing. Abusive supervision and psychological capital are the determinants of knowledge sharing at the individual level. Group trust is considered a group-level variable with cross-level influences. The final sample for an empirical test conducted using hierarchical linear modeling includes 449 group members of 55 working groups.

Empirical results show that abusive supervision is negatively related to knowledge sharing. The results also indicate that psychological capital mediates the relationship between abusive supervision and knowledge sharing. At the group level, group trust has a direct cross-level impact on employees’ knowledge sharing and mitigates the relationship between abusive supervision and psychological capital.

Applying the COR theory, this is the first research to discuss how destructive leadership (i.e. abusive supervision) influences knowledge sharing. Based on the multi-level perspective, the authors also examine how group trust can have a cross-level impact on knowledge sharing and the relationship between abusive supervision and psychological capital.

We challenge the discontinuity (also called incompatibility) hypothesis of generalized and particularistic trust, suggesting that the two types of trust are incompatible. This view is problematic because if so, it remains unclear, for instance, how communities scoring high in particularistic trust can ever develop further when transferring trust to spheres outside the community is not an option. In this research, we explore the potential permeability of different types of trust in an emerging market context using the case of China.

Using a purposeful sampling technique, we gathered data among Chinese professionals (n = 290) in the Jingjinji Metropolitan Region in Tianjin. We analyzed the data by performing structural equation modeling.

As we identify interdependencies between generalized and particularistic types of trust, our results speak in favor of the continuity hypothesis. We find that the more people trust other people from an outside group (out-group trust), the less they trust quasi-familiar others (in-group trust). Further, in-group trust increases once the environment urges people to engage in informal network (guanxi)-based transactions.

Advancing the common view of China being a typical low-trust society, in which distrust in strangers (outsiders) prevails, we find a recent trend of an increase in general trust, which might lead to increases of out-group and in-group trust alike. Contrary to the wide spread idea that guanxi is declining in the present day, we find guanxi to be persistent.

The purpose of this paper is to investigate the effects of “feeling trusted asymmetry” on work group performance and individual outcomes. The author adopts the term “feeling trusted asymmetry” to differentiate the subject from studies of trust asymmetry that consider differences in (mutual) ratings of trust between members of a dyad.

The author tested this effectiveness with data from a sample of 293 subordinate–supervisor dyads in 63 work groups from the People’s Republic of China.

Results of multilevel analysis reveal that group feeling trusted asymmetry (the degree to which subordinates differ in perceptions of the level of trust from their immediate manager in their group) lowers group performance. Furthermore, individual feeling trusted asymmetry (a subordinate perceiving more or less trust from their immediate manager than other subordinates in the group) affects employees’ workplace satisfaction, but not individual performance and creativity.

These findings have important practical implications, as they provide companies with a feasible way to manage employee’s relations based on their perception of trust from the direct supervisor.

Whereas recent research linking conflict to performance has focused on strategic or executive teams, this paper examines task performing project teams. The authors present an overall model for team performance which includes relationship characteristics such as commitment, trust, conflict, and task processes. The authors propose that conflict, which may be quite beneficial for strategic teams, is more likely to hinder than help performance in project teams. The structural model is tested using data from 464 individuals in 80 student teams working on a new product introduction case project. The empirical findings support the view that (1) commitment and trust have only an indirect relationship with team performance, (2) and conflict and task processes are key explanatory variables directly related to team performance.