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|Title:||Effects of interpersonal trust on employee avoidance and approach self-regulation|
|Citation:||Bigley, G.A.,McAllister, D.J.,Tan, H.H. (2009). Effects of interpersonal trust on employee avoidance and approach self-regulation. Academy of Management 2009 Annual Meeting: Green Management Matters, AOM 2009 : -. ScholarBank@NUS Repository.|
|Abstract:||We predicted that two prominent forms of trust found in organization science would be differentially associated with avoidance (self-protection) and approach (interpersonal helping) behaviors because they tap different psychological systems of self-regulation. We also predicted that the trust forms would interact, due to how the underlying selfregulation systems interrelate. Our model was confirmed in a large sample of engineers employed by a Fortune 500 company. Our study extends prior research on interpersonal trust that assumes an employee integrates all the positive and negative information possessed about another into a single summary trust statistic and then behaves accordingly.|
|Source Title:||Academy of Management 2009 Annual Meeting: Green Management Matters, AOM 2009|
|Appears in Collections:||Staff Publications|
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