Search results

Transference-based trust (TBT) via referral sources is a cognitive process where trust in third-party information about an individual transfers to trust in the individual. TBT via referral sources can have significant effects on early trust development in a virtual team (VT). This study aims to examine the potential influence of Hofstede’s (1980) cultural variables and two proposed combinations of these cultural variables on early trust development in VT, including the effects of referral source.

This study adopted multigroup analysis partial least squares structural modeling to examine potential cultural differences in the responses of 357 university students from 51 different countries to understand early trust development in VT.

TBT via referral sources as in interpersonal construct has a positive, direct impact on early trust development. TBT mediated the individual and organizational model constructs. There were significant differences in the high/low values of 3 of the 56 tested cultural dimensions.

Reaffirmed the validity of cognitive-based trust models in understanding early trust development in VTs TBT as an interpersonal construct and has a significant influence on early trust development in VTs. TBT via referral sources mediated the individual and organizational constructs of the model. There were significant differences in the high/low measures of three cultural dimensions (i.e. IV, M and the combination of IV-M-LT) in the relationship of early trusting beliefs to early trusting intensions.

To positively influence interpersonal and organizational aspects of trust development, managers should ensure that the early phases of VTs, before actual implementation begins, are well organized. Managers could make VT members fully aware of how referral sources can influence early trust development. Managers could encourage individuals to have open access to relevant social media accounts for other VT members and encourage individuals to research referral sources on other VTs members. The implication for managers of culturally diverse VT is that the development of early trust is largely by individual choice, rather than differences in national culture.

People need to maintain and actively manage their online presence, ensuring that online information about them is accurate and updated. Referral sources could help VT members learn about one another, which might in turn help foster early trust in their online teams.

Although some studies have found significant cultural differences in early trust development, other studies, including a meta-analysis of 43 studies, found no significant cultural differences in early trust development. This study confirmed the results of the meta-analysis.

This paper aims to analyze cognitive-based trust development during the beginning phase of virtual teams (VT) before any trustor’s firsthand, knowledge-based trust of a trustee can develop. At this phase, early cognitive trust development is largely an individual construct that can help set the tone for subsequent phases and may also influence final VT effectiveness and performance.

This study begins with an analysis of cognitive-based trust and trust in VT and then focuses on the models and antecedents of early trust development in VT.

The conclusion offers a precise visualization of the research on early trust development in VT that identifies new research opportunities, particularly valuable for new field research.

This literature review could be useful to both researchers of early trust formation in VTs and to organizations that use VTs as a part of their workforce. The figures and tables produced in this literature could be useful to researchers of early trust development in VTs in two areas. First, researchers can use this information to quickly identify the academic literature associated with each component of early trust models, the type of research conducted for each component. Second, new research opportunities based on this sample for each component of the early trust model is clearly identified.

Organizations need to ensure that members of VTs can form quickly and operate effectively within a short period. Identifying factors that may influence early trust formation could give managers and VT members an understanding of the importance of trust development in the early stages of VTs and how this may ultimately influence a VTs performance, effective teamwork and productivity.

The conclusion offers a precise visualization of the research on early trust development in VT that identifies new research opportunities, particularly valuable for new field research.

Purpose – The author examines how perceived risk, criminal victimization, and community integration affect the mental health of hurricane evacuees. His objectives are (1) to examine how perceived risk and victimization influence mental health in post-disaster contexts, (2) to analyze how social support and community integration mediate the effects of perceived risk and victimization, and (3) to expand the theoretical applicability of the stress process model by analyzing perceived risk and victimization as stressors under disaster conditions.

Design/methodology/approach – The author uses survey data collected from 303 evacuees of Hurricanes Katrina and Rita residing in FEMA trailer park communities in Louisiana. He estimates four nested regression models predicting depression and anxiety.

Findings – As a personal judgment of perceived risk, feeling unsafe consistently harms mental health net of residential instability and victimization. Social support and social integration buffer the stress related to personal judgments of perceived risk and residential instability.

Originality/value of paper – Findings necessitate attention to residential stability, social integration, and community involvement in mitigating perceived risk, victimization, and poor mental health in post-disaster communities.

Certain general principles of regulation and control are developed and substantiated by means of evidence from a variety of fields. First, success in regulation is a function of several variables including adaptability, use of heuristic devices, system structure and characteristics of its constituent parts. Second, both internal specialization of a system and the variety of its dependencies on the environment are important. However, while the variety is important only in the short‐run, system structure is important both in the short‐run and the long‐run. Third, according to the contemporary cybernetic paradigm, a self‐regulatory system must be an open system. This is concluded to be a myth. The theory is developed and illustrated.

Luck, altruism, shrewdness, parsimony, industry, generosity, and what some authors (and librarians, perhaps) call hardness of heart have always been the characteristics of a successful publisher. He has first of all been a man of energy, sure of his own judgement, ready to accept losses, and (after success) conceited about his flair. In early days ready to work until all hours and to read every manuscript submitted to him (although comparatively few unsolicited manuscripts are worth publishing), he has been forced with the growth of his business to accept advice from employees of a peculiar type—those who, with no wish for glittering rewards, can tell him exactly what he needs to know about the inevitable avalanche. He has made friends in all professions; and these friends, also disinterested, have lent him their brains, instructing him in all sorts of possibilities in their own fields. He has used these friends without scruple.

Purpose: This report analyzes relationships between chronic inflammation and quality of life (QoL). It assesses the potential role of intimate relationships in associations between inflammation, medical sequelae such as pain and disability, and QoL.

Design/Methodology/Approach: Limited longitudinal data from the National Social Life, Health, and Aging Project (NSHAP) were analyzed. Inflammation was assessed via the biomarker C-reactive protein (CRP). The authors examined pathwise associations between CRP levels and general happiness. The authors used ordinal logistic regression with companion OLS models, and conducted a variety of sensitivity analyses.

Findings: Intimate partnerships – especially marriage – appear to impact associations between inflammation and QoL. When QoL is measured using general happiness, intimate relationships appear to shape directional associations between inflammation and QoL along with medical consequences of inflammation.

Research Limitations/Implications: Inflammation and its clinical consequences may substantially alter intimate relationship involvement and quality that in turn impact QoL. These relationships should not be viewed as unilateral explanations of the tremendous variability observed in QoL among people with inflammatory conditions, but rather as possible elements of complex causal frameworks. Further investigation using advanced methods for longitudinal modeling from limited waves of data can help to shed additional light on the nuances of happiness and QoL among people living with chronic inflammation.

Originality/Value: This chapter provides an overview of possible causal relationships between chronic inflammation, associated clinical and social experiences, and QoL. Researchers interested in advanced causal modeling of relationships between chronic inflammation and QoL can build on this work using novel methods and data sources.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

“New leadership” studies often suggest that transformational leadership in particular produces desirable leadership outcomes. However, few studies have demonstrated a direct link between the exercise of a particular type of leadership and organisational effectiveness. Efforts to establish such a link are hampered by the absence of a generally agreed definition of organisational effectiveness. This is particularly true in higher education where attempts to develop models of organisational effectiveness applicable to universities have been sparse despite worldwide calls for universities to demonstrate “value for money” performance. This paper examines the relationship between transformational/transactional leadership and university organisational effectiveness. In the course of the examination, the paper indicates possible modifications to the original conceptualisation of transformational leadership. The paper also argues for university leadership that is self‐reflective and capable of utilising the array of leadership characteristics subsumed under the transformational and transactional leadership notions.