How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
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Authors
Zolin, Roxanne
Gibbons, Deborah E.
Subjects
organizational studies
management
social sciences
organizational communication
small group communication
human communication
communication studies
communication
organizations
occupation and work
sociology of work
sociology
organizational behavior
management
social sciences
organizational communication
small group communication
human communication
communication studies
communication
organizations
occupation and work
sociology of work
sociology
organizational behavior
Advisors
Date of Issue
2014-04-29
Date
Publisher
Language
Abstract
Many activities, from disaster response to project management, require cooperation among people from multiple organizations who
initially lack interpersonal relationships and trust. On entering interorganizational settings, preexisting identities and expectations, along
with emergent social roles and structures, may all influence trust between colleagues. To sort out these effects, we collected timelagged
data from three cohorts of military MBA students, representing 2,224 directed dyads, shortly after they entered graduate school.
Dyads who shared organizational identity, boundary-spanning roles, and similar network positions (structural equivalence) were likely to
have stronger professional ties and greater trust.
Type
Article
Description
The article of record as published may be located at http://dx.doi.org/10.1177/2158244014533555
Series/Report No
Department
Graduate School of Business & Public Policy (GSBPP)
Organization
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NPS Report Number
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Format
Citation
SAGE Open, April - June 2014, Vol. 4, No. 2
Distribution Statement
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.