Trust, Effectiveness, and Organizational Development: A Field Study in R &amp; D

Kegan, Daniel L.; Rubenstein, Albert H.

doi:10.1177/002188637300900409

Cited by 51 publications

(30 citation statements)

References 9 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Davis et al 2000 Trust in general manager has ‫)ם(‬ effect on business-unit performance p n/a Dirks 1999 Trust within group has ‫)ם(‬ effect on group performance ns ‫12.0מ‬ to 0.20 Dirks 2000 Trust in leader has ‫)ם(‬ effect on group performance p 0. 57 Friedlander 1970 Trust within group has ‫)ם(‬ effect on group performance ns n/a Kegan and Rubenstein 1973 Trust within group has ‫)ם(‬ effect on group performance n/ns ‫13.0מ‬ to 0.30 Kimmel et al 1980 Trust between negotiators has ‫)ם(‬ effect on dyad performance ns n/a Klimoski and Karol 1976 Trust in partners has ‫)ם(‬ effect on group performance p n/a Schurr and Ozanne 1985 Trust between negotiators has ‫)ם(‬ effect on dyad performance ns/p 0.16 to 0.23 Zaheer et al 1997 Trust has ‫)ם(‬ effect on interorganizational relationship performance ns 0.26 to 0.39 Boss 1978 Trust has ‫)ם(‬ effect on sat. with meeting p 0.65 Brockner et al 1997 Trust has ‫)ם(‬ effect on sat./support for leader; relationship moderated by outcome favorability p 0.65 Driscoll 1978 Trust has ‫)ם(‬ effect on job sat.…”

Section: Individual Performancementioning

confidence: 99%

The Role of Trust in Organizational Settings

Dirks¹,

Ferrin²

2001

Organization Science

1,699

1,312

View full text Add to dashboard Cite

Numerous researchers from various disciplines seem to agree that trust has a number of important benefits for organizations, although they have not necessarily come to agreement on how these benefits occur. In this article, we explore two fundamentally different models that describe how trust might have positive effects on attitudes, perceptions, behaviors, and performance outcomes within organizational settings. In the first section of the article, we examine the model that has dominated the literature: Trust results in direct (main) effects on a variety of outcomes. In the second section of the article we develop an alternative model: Trust facilitates or hinders (i.e., moderates) the effects of other determinants on attitudinal, perceptual, behavioral and performance outcomes via two distinct perceptual processes. Lastly, we discuss the conditions under which each of the models is most likely to be applicable. The theory is supplemented with a review of empirical studies spanning 40 years regarding the consequences of trust in organizational settings. The theoretical framework presented in this article provides insight into the processes through which trust affects organizational outcomes, provides guidance to researchers for more accurately assessing the impact of trust, provides a framework for better understanding past research on the consequences of trust, and suggests ways that organizational settings can be modified to capitalize on high levels of trust or mitigate the effects of low levels of trust.

show abstract

Section: Individual Performancementioning

confidence: 99%

The Role of Trust in Organizational Settings

Dirks¹,

Ferrin²

2001

Organization Science

1,699

1,312

View full text Add to dashboard Cite

show abstract

“…The concept of trust fits this definition of homonymy. Trust has been defined as: a behavior (e.g., Zand, 1972); an attitude (Kegan & Rubenstein, 1973); a confidence (Cohen, 1966); an expectancy (Rotter, 1980;Scanzoni, 1979); a belief or set of beliefs (Barber, 1983;Rotter, 1967); a dispositional variable (Rosenberg, 1957;Rotter, 1967Rotter, , 1980; a situational variable (Johnson-George & Swap, 1982); a structural variable (Fox, 1974;Lewis & Weigert, 1985a,b): a social agency relationship variable (Shapiro, 1987a); and, an interpersonal variable (Rempel, Holmes & Zanna, 1985). Some have discussed and described trust and its effects without specifically defining it (Granovetter, 1985).…”

Section: Problem 1--conceptual Definitionmentioning

confidence: 99%

Initial Trust Formation in New Organizational Relationships

McKnight

Cummings

Chervany

1998

AMR

2,285

1,413

View full text Add to dashboard Cite

ABSTRACT:Trust is a key enabler of cooperative human actions. Three main deficiencies about our current knowledge of trust are addressed by this paper. First, due to widely divergent conceptual definitions of trust, the literature on trust is in a state of construct confusion. Second, too little is understood about how trust forms and on what trust is based. Third, little has been discussed about the role of emotion in trust formation.To address the first deficiency, this paper develops a typology of trust. The rest of the paper addresses the second and third deficiencies by proposing a model of how trust is initially formed, including the role of emotion. Dispositional, interpersonal, and impersonal (system) trust are integrated in the model. The paper also clarifies the cognitive and emotional bases on which interpersonal trust is formed in early relationships. The implications of the model are drawn for future research.

show abstract

“…The Bowers study actually reported a series of different interventions using a one-group pre-test/ post-test design for each and then compared the results of the interventions in terms of &dquo;in-common&dquo; effectiveness measures. Kegan and Rubenstein (1973) compared groups from one organization going through a complete program of organizational lab training with groups from another organization that had some experience with T-groups and with still other groups from another organizaton participating in an &dquo;OD experiment.&dquo; Bowers found morale was not improved but in fact had degenerated. Zand reported mixed results on climate measures; Kegan and Rubenstein reported improved morale, climate, profitability, and productivity in relation to the &dquo;control&dquo; group(s).…”

Section: Organization Sensitivity Trainingmentioning

confidence: 99%

Organization Development Techniques: Their Impact on Change

Margulies¹,

Wright²,

Scholl³

1977

Group & Organization Studies

View full text Add to dashboard Cite

Organization development (OD), as an applied arm of the field of organizational behavior, purports to facilitate organizational change through the use of a variety of change interventions. Its proponents feel that the tools and techniques of OD can improve an organization's problem-solving ability, increase its ability to adapt to rapid societal change, and provide managers an updated set of concepts and methods for managing their organizations. This article reviews and evaluates the research on the impact of organization development interventions. Although there is an abundance of literature on OD, there is very little research on its effects that can withstand the rigorous testing most social scientists would expect. Furthermore, there is research available on only six interventions of the wide variety reported in the literature. Although there is a paucity of research information in this area, what is available does help to identify what is known and what is speculation about OD. More important, the review reported here indicates areas for improved research and directions for future research.Organization development has existed for something more than a decade as a technology that purports to facilitate organizational change and indirectly lead to increased organizational effectiveness. Whether this growing technology has a solid theoretical and empirical base and whether it can produce the changes that the &dquo;field&dquo; claims can and do occur in organizations are questions that both practitioners and academicians are beginning to ask.The objectives of this review are threefold. First, to find research that can answer these questions; second, to identify the problems in existing research studies in order to guide future research; and, third, to summarize the conclusions that may be drawn from the research that does exist on OD.

show abstract

Trust, Effectiveness, and Organizational Development: A Field Study in R & D

Cited by 51 publications

References 9 publications

The Role of Trust in Organizational Settings

The Role of Trust in Organizational Settings

Initial Trust Formation in New Organizational Relationships

Organization Development Techniques: Their Impact on Change

Contact Info

Product

Resources

About