How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams

被引：2

作者：

Zolin, Roxanne ^{[1
]}

Gibbons, Deborah E. ^{[2
]}

机构：

[1] Queensland Univ Technol, Sch Management, 9th Floor,Block,2 George St, Brisbane, Qld 4001, Australia

[2] Naval Postgrad Sch, Monterey, CA USA

来源：

SAGE OPEN | 2014年 / 4卷 / 02期

关键词：

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;

D O I：

10.1177/2158244014533555

中图分类号：

C [社会科学总论];

学科分类号：

03 ; 0303 ;

摘要：

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 time-lagged 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.

引用

页数：14