How emergent roles and structures create trust In hastily formed inter-organizational teams
Data(s) |
2014
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Resumo |
Many activities, from disaster response to project management, require cooperation among people from multiple organizations who initially lack interpersonal relationships and trust. Upon entering inter-organizational settings, pre-existing identities and expectations, along with emergent social roles and structures, may all influence trust between colleagues. To sort out these effects, we collected time-lagged data from three cohorts of military MBA students, representing 2,224 directed dyads, shortly after they entered graduate school. Dyads that shared organizational identity, boundary-spanning roles, and similar network positions (structural equivalence) were likely to have stronger professional ties and greater trust. |
Formato |
application/pdf |
Identificador | |
Publicador |
SAGE Publications Inc |
Relação |
http://eprints.qut.edu.au/69505/2/69505.pdf DOI:10.1177/2158244014533555 Zolin, Roxanne & Gibbons, Deborah (2014) How emergent roles and structures create trust In hastily formed inter-organizational teams. SAGE Open, 4(2), pp. 1-14. |
Direitos |
Copyright 2014 The Author(s) A Creative Commons Attribution License, unless otherwise noted. |
Fonte |
Australian Centre for Entrepreneurship; QUT Business School; School of Management |
Palavras-Chave | #150311 Organisational Behaviour #Emergent Roles and Structures #Trust #Inter-Organizational Teams |
Tipo |
Journal Article |