Cooperative and Competitive Structures of Trust Relations in Teams

Abstract

This article argues that it is not just trust-generating but also trust-inhibiting mechanisms that operate in teams, and that these cooperative and competitive structures of interpersonal relations of trust within teams may affect team performance. Specifically, we propose that the presence of trust-generating structures (e.g., reciprocity, trusting in the referrals of others we trust, trusting in high performers and more experienced people) and the absence of trust-inhibiting structures (e.g., not trusting in the referrals of others we trust) are more likely to be associated with successful teams. Using exponential random graph models, a particular class of statistical model for social networks, we examine three professional sporting teams from the Australian Football League for the presence and absence of these mechanisms of interpersonal relations of trust. Quantitative network results indicate a differential presence of these postulated structures of trust relations in line with our hypotheses. Qualitative comparisons of these quantitative findings with team performance measures suggest a link between trust-generating and trust-inhibiting mechanisms of trust and team performance. Further theorization on other trust-inhibiting structures of trust relations and related empirical work is likely to shed further light on these connections.

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