How emergent roles and structures create trust In hastily formed inter-organizational teams

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.

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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.

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ID Code: 69505
Item Type: Journal Article
Refereed: Yes
Keywords: Emergent Roles and Structures, Trust, Inter-Organizational Teams
DOI: 10.1177/2158244014533555
ISSN: 2158-2440
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)
Divisions: Current > Research Centres > Australian Centre for Entrepreneurship
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 2014 The Author(s)
Copyright Statement: A Creative Commons Attribution License, unless otherwise noted.
Deposited On: 28 Mar 2014 01:47
Last Modified: 05 Feb 2015 04:40

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