Suchergebnisse

Front Cover -- Copyright Information -- Table of Contents -- Editors' Note -- Reducing the health toll from U.S. workplace stress -- Together from afar: Introducting a diary contact technique for improving intergroup relations -- Rebuilding trust between policy & -- communities through procedural justice & -- reconciliation -- How behavioral science can empower parents to improve children's educational outcomes -- Does changing defaults save lives? Effects of presumed consent organ donation policies -- Appendix -- Editorial Policy -- Back Cover.

Front Cover -- Copyright Information -- Table of Contents -- Editors' Note -- The Costs of Poor Health (Plan Choices) & Prescriptions for Reform -- Improving Voting Systems' User-Friendliness, Reliability, & Security -- Behaviorally Informed Policies for Household Financial Decisionmaking -- Behavioral Policy Interventions to Address Education Inequality -- A Behavioral Blueprint for Improving Health Care Policy -- Behavioral Science Tools to Strengthen Energy & Environmental Policy -- Overcoming Behavioral Obstacles to Escaping Poverty -- Increasing Benefits & Reducing Social Costs of Technological Innovations -- Back Cover.

Organizations frequently adopt formal rules, contracts, or other legalistic mechanisms when interpersonal trust is lacking. But recent research has shown such legalistic "remedies" for trust-related problems to be ineffective in restoring trust. To explain this apparent ineffectiveness, this paper outlines a theory that distinguishes two dimensions of trust—task-specific reliability and value congruence—and shows how legalistic mechanisms respond only to reliability concerns, while ignoring value-related concerns. Organizational responses to employees with HIV/AIDS are used as a case illustration that supports the theory's major propositions. The paper concludes with an agenda for future research.

The worse the society, the more law there will be. In Hell, there will be nothing but law, and due process will be meticulously observed. Grant Gilmore (The Ages of American Law 1977, p. 111)

Considerable attention has been given to different behavioral strategies of conflict management (e.g., avoidance, compromise, collaboration). However, conflict theory and research has overlooked a simple, but effective strategy for managing conflict: the use of social accounts or explanations. In this paper, we review the literature on the use of social accounts in conflict situations and find it supports the argument that social accounts can be an effective conflict- management strategy. Based on this analysis, we propose several promising directions for future theory development and research concerning the role of social accounts in conflict situations. In addition, we identify tradeoffs and dilemmas created when social accounts are used to manage conflict.

Despite recent attention to trust, comparatively little is known about distrust as distinct from trust. In this paper, we drew on case study data of a reorganized court of law, where intergroup distrust had grown between judges and administrators, to develop a dynamic theory of distrust. We used insights from the literatures on distrust, conflict escalation, and professional–organization relations to guide the analysis of our case data. Our research is consistent with insights on distrust previously postulated, but we were able to extend and make more precise the perceptions and behaviors that make up the elements of the self-amplifying cycle of distrust development, how these elements are related, and the mechanisms of amplification that drive the cycle. To help guide and focus future research, we modeled the process by which distrust emerges and develops, and we drew inferences on how it can be repaired.

Cover -- Title -- Copyright -- Dedication -- CONTENTS -- List of figures -- List of tables -- Notes on contributors -- Preface -- Introduction -- PART I Foundations of trust -- 1 Reconsidering affect-based trust: A new research agenda -- 2 Reciprocal trust: A self-reinforcing dynamic process -- 3 Swift trust: state-of-the-art and future research directions -- 4 Distrust -- PART II Levels of analysis -- 5 Determinants, consequences and functions of interpersonal trust within organizations: What is the empirical evidence? -- 6 Trust in teams: A review across levels -- 7 Cooperation and coordination: The role of trust in inter-organizational relationships -- 8 Multilevel trust: Antecedents and outcomes of trust at different levels -- PART III Theories of trust -- 9 Why do people trust? Moving toward a more comprehensive consideration of the antecedents of trust -- 10 Trust and fairness -- 11 Social exchange theory: Where is trust? -- 12 Institutions and trust -- 13 Trust and contracts: Complements versus substitutes in business-to-business exchanges -- 14 The contributions of attribution theories to trust research -- PART IV Trust repair -- 15 An interactive perspective on trust repair -- 16 Organizational trust repair -- 17 Trust and distrust: Their interplay with forgiveness in organizations -- PART V Applications -- 18 'Right-touch' trust: Thoughts on trust in healthcare -- 19 The production and reproduction of trust violations: An exploration of theory and practice in universal banks prior to the global financial crisis -- 20 Trust in public professionals and their professions -- 21 Employment relations and trust -- 22 Individual trust and the internet -- 23 Trust in the entrepreneurial process -- 24 Trust in safety-critical contexts -- 25 Trust in food: Assuring quality, sustainability, price and availability -- PART VI Future directions