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The purpose of this paper is to examine the effects of damage incurred by the trustor as a result of a trust violation and the impact of different levels of post-violation trust repair behaviours by the trustee on the subsequent erosion of trust.

Data were collected from 232 middle to senior level managers using a two-part scenario-based experimental design to test the impact of damage incurred (avoided) and post-violation repair behaviour. Respondents’ levels of trust were measured pre- and post-violation as well as forgiving and a range of demographic variables.

Results showed that trust eroded independent of the level of damage that may have been caused. Further, post-violation trust repair behaviour by the trustee led to a significantly lower erosion of trust as compared to not engaging in such behaviours. Furthermore, erosion of trust was minimized, when the trustee engaged in increasing levels of trust repair behaviour. Results also showed that trustors who were relatively more forgiving were less likely to lose trust in the trustee after a violation.

In this study we focused on two key factors influencing the erosion of trust. Further factors need to be identified and empirically tested in order to get a more holistic view on how trust erodes. The results serve as one step towards building an integrated model of trust erosion.

For practicing managers, the results imply that the actual incurrence or avoidance of damages from a trust violation appears to be peripheral – trustors are more concerned about the violation as a principle and a harbinger of similar future incidents. Further, quickly engaging in trust repair behaviours, such as offering an a good explanation, a heartfelt apology, and appropriate remedy, helps minimize the erosion of trust.

This paper addresses an under-investigated facet of trust research in organizations – erosion of trust – which is especially crucial in light of the growing awareness that most organizational relationships actually start off with high levels of trust rather than low trust. Thus, this study offers insights into maintaining (as opposed to building) trust.

The purpose of this paper is to examine the effects of the trustor's responsibility‐attributions for a trust violation and the trustee's frequency of prior violations on the subsequent erosion of trust in the relationship.

Data were collected from 120 middle‐senior level managers using a two‐part scenario‐based experimental design to test the impact of attributions and frequency of violations. Respondents' levels of trust and distrust were measured pre‐ and post‐violation as well as forgiving and a range of demographic variables.

Results showed that trust eroded (and distrust increased) more when trustors perceived the trustees as not wanting to fulfill the trust‐expectations than when they could not do so. Further, trustors were willing to tolerate a maximum of two violations before trust in the relationship eroded significantly. The results also showed that trustors who were relatively more forgiving were less likely to lose trust in the trustee after a violation, as were younger and less experienced individuals.

Although scenario‐based experiments assess the cognitive states of the respondents rather than actual behaviors, they serve as a valuable first step. By highlighting the two‐step sequence that may underlie the trust erosion process and emphasizing the importance of using an attributional perspective, the paper invites future research on a range of factors such as patterns of violation, degrees of damage, etc. Collectively, they ought to lead to an integrated model of trust erosion.

For practicing managers, the results underscore the importance of maintaining trust by constantly meeting expectations. While they may be forgiven for one‐time mistakes in maintaining trust, they cannot be repeated without severely damaging the trust in the relationship. Also, employees need to be convinced that the erring manager or colleague has done his/her very best to prevent the violation.

This paper addresses an under‐investigated facet of trust research in organizations – erosion of trust – which is especially crucial in light of the growing awareness that most organizational relationships actually start off with high levels of trust rather than low trust. Thus, this study offers insights into maintaining (as opposed to building) trust.

The importance of trust in student–university relations is relevant not only for the quality of the educational process and the satisfaction with studying achieved by students, but also for the importance of positive evaluation of HEIs to others. Therefore, the aim of this study is to identify the stages and mechanisms that build trust in student–university relations, the causes of trust violation and trust repair practices.

Public university students from Poland (16) and Germany (12) took part in the study based on semi-structured interviews. The research procedure followed an inductive approach. In addition, the critical events technique was used to identify trust violation and trust repair practices.

The study identifies the stages of the HEIs trust building process and the mechanisms upon which it is built. It attempts to catalogue trust violations, distinguishing three groups of “perpetrators” and categories of their differentiation in terms of their impact on trust. The study indicates ad hoc, informal methods of trust repair applied at HEIs and their conditions.

This study provides useful guidance for managers on how to build and maintain trust in HEIs.

The issue of trust building in HEIs is relatively new and therefore has not been sufficiently recognised to date. This study is the first to the author's knowledge to comprehensively address the problem of trust building, pointing out the mechanisms on which the formation of trust in HEIs is based. This study provides a novel contribution to the limited literature on trust violation and trust repair in HEIs.

The purpose of this study is to explain demographic influences on employee trust towards managers.

Drawing upon a data set of over 5,000 responses from the Australian workforce, this paper examines demographic influences on employee trust in their managers.

The findings show that demographic influences have an effect on employee trust towards managers. Employees who are male, older, public sector, permanent, longer tenured and unionised were found to be less likely to trust managers.

Relevant to human resource practice, the findings offer potential for the development of trust by identifying employees who are less likely to trust managers. The expected outcome is that such employees can be selected for programmes and practices aimed at improving trust, such as increased managerial contact, consultation and support.

There has been a general decline of employee trust in managers over the past two decades. Research on the antecedents of trust has been reported to lag behind theory, with a paucity of research relating to demographic influences on employee trust towards managers. This study fills this research gap and offers potential for the targeted development of trust towards managers among employees.