Attributing trust and conciliatory intent from coercive power capability.

Lindskold, Svenn; Bennett, Russell

doi:10.1037/h0035734

Cited by 45 publications

(28 citation statements)

References 11 publications

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“…If stakeholders perceive top managers to behave predominantly according to self-interested motives, they are unlikely to trust the managers. In contrast, if an attribution of benevolent intentions is made by the stakeholders, a trusting relationship will develop (Lindskold and Bennett, 1973). To the extent that top managers' benevolent values lead them to demonstrate genuine interest in the welfare of stakeholders and society and to the extent that the interpretation of such benevolent intentions by the stakeholders is facilitated, for example, through sufficient interactions between the two parties, stakeholders will experience affective attachments 352…”

Section: Managerial Values and Corporate Financial Performancementioning

confidence: 87%

The Promise of a Managerial Values Approach to Corporate Philanthropy

Choi

Wang

2007

J Bus Ethics

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Section: Managerial Values and Corporate Financial Performancementioning

confidence: 87%

The Promise of a Managerial Values Approach to Corporate Philanthropy

Choi

Wang

2007

J Bus Ethics

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“…Previous research has primarily examined promises in a prisoner's dilemma context (e.g. Lindskold & Bennett, 1973) or as an explanation for why group discussion increases cooperation (e.g. Orbell, Van de Kragt, & Dawes, 1988), but the current research is (at least to our knowledge) the first to show that within a step-level public good dilemma a promise to cooperate may play a role in one's desire to instal structural changes such as a democratic leader.…”

Section: Discussionmentioning

confidence: 95%

When emotions of others affect decisions in public good dilemmas: An instrumental view

Wubben

Cremer

Dijk

2008

Euro J Social Psych

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The present research examines whether the emotional display (i.e. anger vs. guilt) of another group member affects people's decision-making in a public good dilemma. In two experiments we investigated whether the expressed emotion is particularly informative when communicated by a group member who is highly instrumental in reaching the provision point. A first experiment demonstrated that participants were more likely to exit the group when anger as opposed to guilt was communicated, but especially when the group member displaying the emotion was able to contribute many endowments to the public good. Expected justice (based on past inferences) in the group mediated this effect, suggesting that communicated anger signals more than guilt that the group will not set out to achieve fairness. In agreement with this, a second experiment showed that when it was not possible to exit the group, participants preferred to install a democratic leader more when a wealthy group member communicated anger as opposed to guilt. Additionally, this study provided experimental evidence that a communicated emotion is only used for subsequent decision-making when more explicit information (i.e. a promise to contribute) is absent.

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“…As per Rotter (1967), "Trust is an expectancy held by an individual or a group that the word or promise of another individual or group can be relied upon." Lindskold and Bennett (1973) stated that trust includes learned expectancy and perceived motives. Trust occurs only if the other person is perceived as altruistic not selfish.…”

Section: Hope Trust and Positive Psychologymentioning

confidence: 99%

Trauma, Trust and Hope among Women: A Qualitative Study

Srivastava¹

2015

Psychol Stud

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The study is about 'trust and hope', a positive approach adopted by women to overcome the trauma in their lives successfully. It aims to understand what it takes to counter depressing moments and develop positivity in life. Employing the grounded theory approach an empirical investigation into the lives of women revealed (a) the causal conditions that underlie the development of trust and hope; (b) identified the phenomena, 'trust and hope', that develop from causal conditions; (c) context and intervening conditions that lead to positivity; (d) strategies that led to hope and trust; (e) the consequences of positive behavior. The results of the study could be utilized by researcher, academicians and other professionals in the field. It is certainly a contribution towards developing and strengthening positive psychology.

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Attributing trust and conciliatory intent from coercive power capability.

Cited by 45 publications

References 11 publications

The Promise of a Managerial Values Approach to Corporate Philanthropy

The Promise of a Managerial Values Approach to Corporate Philanthropy

When emotions of others affect decisions in public good dilemmas: An instrumental view

Trauma, Trust and Hope among Women: A Qualitative Study

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