Trust Building via Negotiation: Immediate versus Lingering Effects of General Trust and Negotiator Satisfaction
In: Group decision and negotiation, Band 30, Heft 3, S. 507-528
ISSN: 1572-9907
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In: Group decision and negotiation, Band 30, Heft 3, S. 507-528
ISSN: 1572-9907
In: HELIYON-D-23-12764
SSRN
In: The International journal of conflict management: IJCMA, Band 32, Heft 5, S. 826-847
ISSN: 1758-8545
PurposeIt is important to infer and diagnose whether a negotiator is trustworthy. In international negotiations, people may assume that high-trust nations are more likely to produce more trustworthy negotiators. Does this assumption hold universally? This study aims to address this research question by investigating the relationship between national-level societal trust and individual-level trust in negotiations.Design/methodology/approachThis study uses a cross-sectional research design and a sample of 910 senior managers from 58 nations or regions. The hypotheses are tested by hierarchical linear modeling.FindingsThis study draws on the dynamic constructivist theory of culture to propose moderated hypotheses. Results show that societal trust predicts individuals' social perceptions of attitudinal trust in negotiations, only when cultural face norms are weak rather than strong; societal trust predicts individuals' social perceptions of behavioral trust in negotiations (i.e. high information sharing and low competitive behavior), only when negotiators process information analytically rather than holistically.Originality/valueThis study is the first to examine the relationship between national-level societal trust (i.e. generalized trust) and individual-level trust in negotiations (i.e. particularistic trust). It uses a large-scale, multinational sample to show that relying on societal trust to infer trust in negotiations is valid only in Western societies.
In: Journal of managerial psychology, Band 36, Heft 5, S. 433-446
ISSN: 1758-7778
PurposeJob involvement is an important predictor of how well employees perform and feel at work. However, despite fruitful findings, little is known about how person–job (P–J) fit affects job involvement.Design/methodology/approachThis study used a cross-sectional design and collected data from 375 employees and 50 managers. Multivariate regression was applied to test the moderated curvilinear model.FindingsThis study found an invertedU-shaped relationship between P–J fit and job involvement. For employees with a strong performance goal orientation, maximum job involvement occurred at a higher level of P–J fit, whereas for employees with a strong learning goal orientation, maximum job involvement occurred at a moderate level of P–J fit.Practical implicationsManagers should be aware that solely maximizing fit may not constantly yield positive outcomes, and that ignoring differences in employee needs and goals may be counterproductive.Originality/valueThe study challenges the conventional wisdom that a high P–J fit is always productive by showing that a high fit may sometimes jeopardize job involvement, particularly for certain employees.
In: FINANA-D-23-00920
SSRN
In: IREF-D-23-00467
SSRN
In: Organizational behavior and human decision processes, Band 162, S. 9-23
ISSN: 0749-5978