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Meta-analysis has become increasingly popular in management research to quantitatively integrate research findings across a large number of studies. In an effort to help shape future applications of meta-analysis in management, this study chronicles and evaluates the decisions that management researchers made in 69 meta-analytic studies published between 1980 and 2007 in 14 management journals. It performs four meta-analyses of relationships that have been studied with varying frequency in management research, to provide empirical evidence that meta-analytical decisions influence results. The implications of the findings are discussed with a focus on the changes that seem appropriate.

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We examine how partners in an interorganizational relationship can repair violated trust, and if that is impossible, how they can preserve the collaborative relationship. We also consider under what circumstances exit from the relationship is the only viable option. We propose that the effectiveness of legalistic and non-legalistic measures in response to a trust violation is a function of the hierarchical level at which the violation occurred (corporate vs. operating), the character of the violation (competence vs. integrity), the frequency and severity with which it occurred, the organizational context in which boundary spanners are embedded, and the degree of dependence between the partners. Based on these factors, we explore how the way in which violation of trust is dealt with at one hierarchical level might affect trust at the other level. Our theoretical model reveals that prior findings on trust repair in inter-personal context may not hold in the interorganizational context. Copyright (c) Blackwell Publishing Ltd 2008.

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