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Trust in Organizations

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References

1995AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS.7,320 cited
1983The role o f the founder in creating organizational culture1,283 cited
1999The dance of change: The challenges to sustaining momentum in learning organizations590 cited

Cited by

2007Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.1,512 cited
2000A Multidisciplinary Analysis of the Nature, Meaning, and Measurement of Trust991 cited
2006Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations.725 cited
2001How employees respond to personal offense: The effects of blame attribution, victim status, and offender status on revenge and reconciliation in the workplace.659 cited
2007The importance of being we: Human nature and intergroup relations.572 cited
2010A comprehensive model of customer direct and indirect revenge: understanding the effects of perceived greed and customer power519 cited
2006When customers lash out: The effects of customer interactional injustice on emotional labor and the mediating role of discrete emotions.494 cited
2011Measuring trust in organisational research: Review and recommendations477 cited
2006Losing sleep over organizational injustice: Attenuating insomniac reactions to underpayment inequity with supervisory training in interactional justice.422 cited

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2003Contextual Confidence and Active Trust Development in the Chinese Business Environment365 cited

2011When distress hits home: The role of contextual factors and psychological distress in predicting employees' responses to abusive supervision.365 cited

2002Making Sense of Procedural Fairness: How High Procedural Fairness Can Reduce or Heighten the Influence of Outcome Favorability331 cited

2006Toward a better understanding of psychological contract breach: A study of customer service employees.328 cited

2011Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance322 cited

2007Accountability without Democracy: Solidary Groups and Public Goods Provision in Rural China318 cited

2008A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes317 cited