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.
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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|Item Type:||Journal Article|
|Keywords:||Emergent Roles and Structures, Trust, Inter-Organizational Teams|
|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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