Do you trust? Whom do you trust? When do you trust?

We try to provide a broader view on the factors that infiuence the decision to trust and honor trust. Using the "Trust Game" as our experimental paradigm, we consider three classes offactors that may he related to trust issues. The first one considers individual differences with regard to the probability to trust others (and honor frust of others), or disposilion factors. Which kinds of people are more likely to trust? Second, we examine who is more likely to he trusted (anticipation factors), focusing on tile appearance of the person who is to he trusted. And third, we analyze the circumstances under which trust is more likely to evolve (silualion faclors)

Building a climate of trust during organizational change: The mediating role of justice perceptions and emotion

Over the years, research has shown that, although there are various factors which contribute to failed change, one of the key reasons people resist change is due to the inability of leaders to convince employees to support change and to commit the energy and effort necessary to implement it. Senior management can ensure an organization is change-ready by developing and maintaining a supportive culture and climate that positively influence the emotional health and welfare of employees. Despite the obvious importance of leadership to change efforts, little previous research has investigated, holistically and in the context of major change, the relationship between senior management actions and employee responses. Furthermore, the change literature largely ignores the role that emotions play in employee responses to change initiatives. This chapter addresses both areas, and develops a model of organizational change from a justice and emotions perspective, which depicts employees’ justice perceptions related to senior executives as affecting trust directly and indirectly, through associated emotional responses