1995 Affect and Cognition Based Trust as Foundation for Interpersonal Cooperation in Organizations文档.pdfVIP

0 Academy of Management Journal 1995. Vol. 38, No.1, 24-59. AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS DANIEL J. McALLISTER Georgetown University This study addressed the nature and functioning of relationships of interpersonal trust among managers and professionals in organiza- tions, the factors influencingtrusts development, and the implications of trust for behavior and performance. Theoretical foundations were drawn from the sociological literature on trust and the social- psychological literature on trust in close relationships.An initial test of the proposed theoretical framework was conducted in a field setting with 194 managers and professionals. Trust . . . tends to be somewhat like a combination of the weather and motherhood; it is widely talked about, and it is widely assumed to be good for organizations. When it comes to specifyingjust what it means in an organizational context,how- ever, vagueness creeps in. -Porter, Lawler, Hackman, 1975:497 Recent developments in the organizational sciences reflect the impor- tance of interpersonal trust relationships for sustaining individual and or- ganizational effectiveness. Researchers have recognized trusts influence on coordination and control at both institutional (Shapiro, 1987, 1990; Zucker, 1986)and intcrpcrsonal lcvcls of organization (Cranovcttcr, 1985;Pcnnings Woiceshyn, 1987). Because economic action is embedded within networks of social relationships (Bradach Eccles, 1989; Fichman Levinthal, 1991; Granovetter, 1985; Larson, 1992), researchers have argued that efficiency wi