Chapter 8 Network Trust

In this chapter we aim to move beyond the extensive focus on relational trust in the organizational literature by broadening the conceptualization of trust to include its inherent generalizability across a network. Specifically, we introduce the concept of network trust. Central to our conceptualization is the idea that apart from forming as a result of direct interaction, trust also flows through the indirect connections linking individuals to one another and emerges from the inherent design features of the network itself. We further conceptualize network trust as comprised of two forms: second-hand trust and prototrust. Secondhand trust refers to the partial spillover of relational trust to socially proximate, indirectly connected actors. Prototrust refers to the latent potential for confident positive expectations to emerge between two actors who are neither directly nor indirectly connected. Drawing on network theory, we articulate the logics (in terms of mechanisms, indicators, and contingencies) by which secondhand trust and prototrust operate. We conclude with a call to treat network trust as a novel form and with an agenda for considering the unique understandings that network trust permits

Chapter 8 Network Trust

In this chapter we aim to move beyond the extensive focus on relational trust in the organizational literature by broadening the conceptualization of trust to include its inherent generalizability across a network. Specifically, we introduce the concept of network trust. Central to our conceptualization is the idea that apart from forming as a result of direct interaction, trust also flows through the indirect connections linking individuals to one another and emerges from the inherent design features of the network itself. We further conceptualize network trust as comprised of two forms: second-hand trust and prototrust. Secondhand trust refers to the partial spillover of relational trust to socially proximate, indirectly connected actors. Prototrust refers to the latent potential for confident positive expectations to emerge between two actors who are neither directly nor indirectly connected. Drawing on network theory, we articulate the logics (in terms of mechanisms, indicators, and contingencies) by which secondhand trust and prototrust operate. We conclude with a call to treat network trust as a novel form and with an agenda for considering the unique understandings that network trust permits

The relative value of the division versus duplication of network ties for innovation performance

Exploiting a unique setting of R&D technologists and managers in a large multinational who are “partnered-up” in their pursuit of innovation, this paper explores under what circumstances technologists and managers benefit from duplicating network ties to the same groups in the organization as their partner, or from dividing the network with their partner by each interacting with different groups. Introducing the concept of network duplication – the extent to which two individuals are tied to the same functional groups inside an organization – this paper aims to build and test a theory of the division versus duplication of networks. It advances our understanding of second-order social capital and its role in the interpretation and influencing aspects of the innovation process by shedding light on how network duplication affects technologists’ and managers’ innovation performance. It finds that the merits of a division versus duplication-of- networks approach are contingent on the mutual interdependence of managers and technologists

Dual networking: how collaborators network in their quest for innovation

Organizations typically employ a division of labor between specialist creator roles and generalist business roles in a bid to orchestrate innovation. This paperseeksto determine the extent to which individuals dividing the work across roles canalso benefit from dividing their network.We argue that collaborating individuals benefit from connecting to the same groups but different individuals—an approach we label dual networking—rather than from a pure divide-and-conquer approach. To test this argument, weexploit a unique feature of a dual career-ladder setting in a large multinational where R&D managers and technologists partner up in their quest forinnovation. We propose—and find—thatcollaborators who engage in dual networkingattain an innovationperformance advantage over those who connect to distinctgroups. This advantage stems from the opportunity to engage in dual interpretation and dual influencing, leading to more effective elaboration and championing of innovative ideas. In demonstrating these effects, the paper advances understanding of how collaborators organize their networking activities to best achieve innovative outcomes