Trust as Networking Knowledge: Precedents from Australia

Abstract

Abstract. Trust, rather than being simply a resource for establishing collaborative relationships between organizations, is an essential component of their constitution. At base, trust involves interpersonal relations of a specific type. These are relations where there is sufficient probability that a person or organization with whom one is in contact will perform an action that is beneficial, or at least not detrimental, for one to consider engaging in some form of cooperation with this person or organization in the future. Trust establishes situations in which participants in collaboration have a long-term and recurrent relationship. Where trust exists, organizations are more willing to collaborate with other organizations on a more reciprocal basis. Trust is especially important when collaboration takes place between competitors because the risk of opportunistic behaviour is higher. Where organizations share resources and information openly with other participants they will seek to reduce opportunistic behaviour through the mutual understanding and goodwill of parties. However, trust is not static; it is a dynamic process that evolves according to the development of the relationship, as one in which the more long-term the relationship, the greater the trust. In this paper, we will present the impact of trust on business networks and examine how their members developed knowledge through networking.

Institutional distance and knowledge acquisition in international buyer-supplier relationships: The moderating role of trust

“…A lack of trust in alliances often results in low joint performances. The effectiveness of interorganizational exchange thus depends on the quality of relationships that partners develop (Larsson, 1992;Porras, Clegg, & Crawford, 2004).…”

Bridging the distance: Managing cross-border knowledge holders

“…On the one hand, understanding face-giving and face-saving mechanisms are crucial in order to build trust in this low-trust culture, break the face barrier, and in addition to motivate local knowledge holders' involvement in knowledge sharing and integration (Hung, 2004). On the other hand, an embedded learning culture with strong emphasis on accountability, valuing local knowledge and trust (Chen and Chen, 2004;Dodgson, 1993;Fryxell, Dooley andLi, 2004, Porras, Clegg andCrawford, 2004;Wong, Tjosvold and Zhang, 2005;Zarraga and Bonache, 2003) will motivate articulation of tacit knowledge. In addition, rules, directions, tough task assignment and empowerment will all exert pressure for knowledge holders to share and utilise their ideas (Grant, 1997).…”

Model of Building Stakeholder Engagement in the Functioning of the Organization – Trust and Risk

“…It needs time and interactions with many involved parties to be developed. Trust evolves according to the development Pobrane z czasopisma Annales H -Oeconomia http://oeconomia.annales.umcs.pl Data: 10/07/2020 17:33:53 U M C S of the relationship [Porras et al, 2004]. The trust building process starts with building credibility and reputation at the personal level [Covey, 2009] and grows at the organizational level with people's ability to trust themselves.…”