Perspective Taking Building Positive Interpersonal Connections and Trustworthiness One Interaction at a Time

There is growing interest in the role of perspective taking in organizations. Perspective taking has been linked to enhanced interpersonal understanding and the strengthening of social bonds. In this chapter, I integrate research from sociology, communications, and psychology to provide insight into why, when, and how perspective taking facilitates the relational resources of positive connections and trustworthy actions. I introduce the importance of a three-dimensional view of perspective taking for building relational resources and present data validating this conceptualization. I conclude with directions for future research

Building and Rebuilding Trust: Why Perspective Taking Matters

[Excerpt] There is growing interest surrounding the function of perspective taking in social interactions and organizational life. In this chapter, I examine the role of perspective taking in trust building and trust repair. Whereas some researchers focus on the ability of perspective taking to elicit sympathy, concern, and cooperative behavior (Batson, Turk, Shaw, & Klein, 1995; Parker, Atkins, & Axtell, 2008; Parker & Axtell, 2001), others focus on the strategic impact of perspective taking (Epley, Caruso, & Bazerman, 2006; Galinsky, Maddux, Gilin & White, 2008; Galinsky & Mussweiler, 2001). I build on both streams of research by examining work that connects perspective taking to trustworthy, cooperative behavior and by delineating how the proactive (or more strategic) aspects of perspective taking can generate and repair trust

An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function

Sustainable competitive advantage is increasingly dependent upon a firm’s ability to manage both its knowledge stocks and flows. We examine how different employees’ knowledge stocks are managed within a firm and how—through their recombination and renewal—those stocks can create sustainable competitive advantage. To do this, we first establish an architectural framework for managing human resources and review how the framework provides a foundation for studying alternative employment arrangements used by firms in allocating knowledge stocks. Next, we extend the architecture by examining how knowledge stocks (human capital) can be both recombined and renewed through cooperative and entrepreneurial archetypes. We then position two HR configurations to focus on facilitating these two archetypes. By identifying and managing different forms of social capital across employee groups within the architecture, HR practices can facilitate the flow of knowledge within the firm, which ultimately leads to sustainable competitive advantage

The effect of trust on the performance and satisfaction of co-operative members at the 'Zöld-termék’ producer organization

SUMMARY FINDINGS, CONCLUSIONS, RECOMMENDATIONS The paper investigates the effect of trust between members and between members and the management in an agricultural marketing co-operative in the Hungarian horticultural sector. More specifically, we looked at how trust affected the performance and satisfaction of members of the co-operative, as well as their intention to remain part of the co-operative. We analyzed the role of trust from two aspects: cognitive and affective. In line with our prior hypothesis, we found differences between cognitive and affective trust in terms of how it affected group cohesion and the level of satisfaction of co-op members. Our results suggest that trust between co-operative members has a positive effect on group cohesion. The trust between members (cognitive and affective together) affects group cohesion to a greater effect than trust between members and management (cognitive and affective together). Affective trust between the members and affective trust between members and the management, when looked at together, has a greater impact on group cohesion than cognitive trust between members plus cognitive trust between members and the management. Our results confirm that group cohesion has a positive effect on the members’ satisfaction. Additionally, affective trust has a greater impact on members’ satisfaction than cognitive trust does. The greater impact of affective trust indicates that currently, the emotional basis of co-operation is stronger than its tangible economic benefits. The management of the Producer Organization (PO) should improve the reliability of the PO and strengthen personal relationships (between members, as well as between members and the management) in order to boost cohesion within the organization. This would increase satisfaction of the members and help retain members. Naturally, the PO has to ensure safe sale and marketing, which is the most important expectation of the members to the OP. -------------------------------- A cikk a tagok közötti, valamint a tagok és menedzsment közötti bizalom hatását vizsgálja egy magyarországi kertészeti ágazatban működÅ‘ mezÅ‘gazdasági marketingszövetkezet példáján. Ezen belül a bizalom szövetkezeti tagok teljesítményére és elégedettségére gyakorolt hatását, valamint a szövetkezetben való maradásban betöltött szerepét vizsgáljuk. Racionális és érzelmi alapúmeg¬közelítésben vizsgáljuk a bizalom szerepét. Összhangban az elÅ‘zetes feltételezésekkel, különbséget találtunk a racionális és érzelmi alapúbizalom csoportkohézióra és a szövetkezeti tagok elégedett¬ségére gyakorolt hatásában. A kapott eredmények azt mutatják, hogy a szövetkezeti tagok közötti bizalom pozitív hatással van a csoportkohézióra. A tagok közötti bizalom (racionális és érzelmi alapú) nagyobb hatással van a csoportkohézióra, mint a tagok és menedzsment közötti bizalom (racionális és érzelmi alapú). A tagok közötti, valamint a tagok és a menedzsment közötti érzelmi alapú bizalom együttesen na¬gyobb hatással van a csoportkohézióra, mint a tagok közötti, valamint a tagok és a menedzsment közötti racionális alapú bizalom. Az eredmények megerÅ‘sítik a csoportkohézió pozitív hatását a tagok elégedettségének megítélésében. Továbbá az érzelmi alapúbizalom gyakorol nagyobb hatást a tagok elégedettségére, szemben a racionális alapúbizalommal. Az érzelmi alapú bizalom nagyobb hatása arra utal, hogy a szövetkezés, együttműködés érzelmi alapjai jelenleg erÅ‘sebbek, mint a szövetkezés kézzel fogható gazdasági eredményei. A TÉSZ veze¬tése a szervezet megbízhatóságának növelésével és a személyes kapcsolatok (tagok közötti, tagok és vezetés közötti) erÅ‘sítésével tudja javítani a szövetkezeten belüli kohéziót, ezáltal a tagok elégedett¬ségérzését, szövetkezetben való maradását. Természetesen a TÉSZ-nek meg kell teremtenie az érté¬kesítés biztonságát, ami a tagok legfontosabb elvárása a TÉSZ-szel szemben.trust, marketing cooperative, horticultural sector, case study, Hungary, bizalom, marketingszövetkezet, kertészeti ágazat, esettanulmány, Magyarország, Agricultural and Food Policy, Consumer/Household Economics, Institutional and Behavioral Economics,

Trust and the Decision to Outsource: Affective Responses and Cognitive Processes

Many of the various forms of cooperative strategy that firms are pursuing in today's economy entail the placing of important business functions in the hands of a partner. This paper examines the role of trust in the decision by a producer to place the marketing function in the hands of another entity, namely a cooperative. Although others have studied the effect of what may be termed general trust on inter-organizational relationships, few have examined the antecedents of that trust. We propose a model in which affective responses and cognitive processes are precursors to a sense of general trust, which, in turn, influences the outsourcing decision. These affective responses and cognitive processes have both direct and indirect (mediated) effects on the decision to place an important function in the hands of another entity. Perceptions of partner expertise in the business function at hand and the perceived need for the focal firm to maintain control over that function are also considered in the model. The model is tested in a somewhat novel context: the decision of cotton producers to outsource the marketing of their cotton fiber. Using survey data gathered from the actual decision-maker, and structural equations modeling, we find that the inclusion of affective responses and cognitive processes in our model produces a richer explanation of the outsourcing decision. The differences between the effects of affective responses and cognitive processes have potentially important implications for managers engaged in cooperative strategies and for the scholars who study them.Agribusiness,

Emotional assuring, trust Building, and resource mobilization in start-up organizations

Based on a five-year field study of six new ventures, we investigate whether and how organization foun-ders use affective influence, a form of emotion management, with diverse stakeholders, namely investors, board members, customers, and employees. We found wide differences in founders' propensity to use affective influence actions and that not all affective influence actions were effective in mobilizing re-sources for the new firm. We identified a particular form of beneficial affective influence we call "emo-tional assuring," which refers to affective influence actions that seek to build three different dimensions of trust in regard to the new firm: (1) the firm's integrity, (2) the founder's competence as an entrepreneur, and (3) the founder's benevolent character. Although firms that practiced little emotional assuring could mobilize adequate resources as well as firms that did it in munificent environments, the latter gained an upper hand and were more resilient under tough economic conditions. We also identified the moderating conditions and limitations of emotional assuring.Affective influence; emotional assuring; emotion; entrepreneurship; organization creation; resource mobilization; trust;

An exploratory study of the effect of social capital on supply chain relationships: the case of Romania

This study examines the relationship of social capital among buyers and their principal supplier and their most recently chosen supplier in Romania. The study provides an understanding of the transition from a command to a market economy. Responses from 96 managers were analyzed and revealed that supply chain practices are unevenly applied, the practices are used to greater degree with the principal supplier, and a statistically significant link was found between measures of the buyer’s social capital and its supply chain relationships with the principal supplier. No such link was found between the buyer and its most recently chosen supplier.buyer, relationships, Romania, social capital, supplier, supply chain, transition.

Massive Open Online Courses as affinity spaces for connected learning: Exploring effective learning interactions in one massive online community

This paper describes a participatory online culture – Connected Learning Massive Open Online Collaboration (CLMOOC) – and asks how its ethos of reciprocity and creative playfulness occurs. By analysing Twitter interactions over a four-week period, we conclude that this is due to the supportive nature of participants, who describe themselves as belonging to, or connected with, the community. We suggest that Gee’s concept of an affinity space is an appropriate model for CLMOOC and ask how this might be replicated in a higher education setting

The Viability of Alternative Call Center Production Models

[Excerpt] The central question of this paper is whether a mass customization strategy coupled with high involvement work practices is an economically viable model for service and sales call centers. If so, under what conditions and why? To answer these questions, in the next section, we describe alternative models of call center management. In section III, we present a conceptual framework for understanding the relationship between management practices, workers reactions to those practices, and performance outcomes. We then review empirical evidence on these relationships, focusing primarily on studies of call centers or related service workplaces. In section IV, we draw on evidence from two recent quantitative studies of call centers to examine the performance outcomes of high involvement practices in this context. We close with a discussion and critique of existing evidence and suggestions for future research

Recommendations to the Social Security Administration on the Design of the Mental Health Treatment Study

Many beneficiaries with mental illness who have a strong desire to work nevertheless continue to seek the protection and security of disability benefits, not only because of the income such benefits provide but also for the health care coverage that comes with it. Further complicating matters is that few jobs available to people with mental illnesses have mental health care coverage, forcing individuals to choose between employment and access to care. These barriers, coupled with the limited treatment options and negative employer attitudes and even discrimination when it comes to employing people with serious metal illness, help "explain" the very rates of low labor force participation among people with psychiatric disabilities