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We use convergent elements of major ethical theories to create a typology of corporate stakeholder cultures-the aspects of organizational culture consisting of the beliefs, values, and practices that have evolved for solving problems and otherwise managing stakeholder relationships. We describe five stakeholder cultures-agency, corporate egoist, instrumentalist, moralist, and altruist-and explain how these cultures lie on a continuum, ranging from individually self-interested (agency culture) to fully other-regarding (altruist culture). We demonstrate the utility of our framework by showing how it can refine stakeholder salience theory.

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We consider when professional employees reciprocate perceived organizational treatment. In a large sample of physician employees, the association between perceived organizational support (POS) and employee work performance was (1) most positive when organizational identification was high and professional identification was low and (2) least positive when organizational identification was low and professional identification was high. We also found that the association between perceived psychological contract violation (PPCV) and employee work performance was (1) most negative when organizational identification was low and professional identification was high and (2) least negative when organizational identification was high and professional identification was low.

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We present a problem-centered organizing framework of trust, ln which prominent conceptualizations of trust and distrust from the organizational and allied social sciences are categorized based on the questions they attempt to answer. The framework we outline here is intended to complement earlier typologies by suggesting alternative strategies for employing the diverse trust literature, identifying questions that could be profitably addressed through interdisciplinary research efforts, anddistinguishing disagreements where debate and research would seem to be especially worthwhile from those where such activities would appear to be much less useful.

Both authors contributed equally. We would like to thank Warren Boeker and James Robins for their helpful comments on earlier versions of this manuscript. We are grateful to Daniel Brass and three anonymous reviewers at the Administrative Science Quarterly for their guidance and insight. We would also like to thank Linda Johanson for invaluable editorial assistance.