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Please use this identifier to cite or link to this item: http://dspace.mediu.edu.my:8181/xmlui/handle/1721.1/1840
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dc.creatorWilliams, Michele-
dc.date2003-03-21T19:18:47Z-
dc.date2003-03-21T19:18:47Z-
dc.date2003-03-21T19:18:47Z-
dc.date.accessioned2013-05-31T20:25:55Z-
dc.date.available2013-05-31T20:25:55Z-
dc.date.issued2013-06-01-
dc.identifierhttp://hdl.handle.net/1721.1/1840-
dc.identifier.urihttp://koha.mediu.edu.my:8181/jspui/handle/1721-
dc.descriptionThis article integrates strategic factors influencing trust with social contextual factors to create a broader understanding of interpersonal trust across organizational boundaries. In contrast to more passive models of trust development, it introduces the construct of threat-reducing behavior as an active interpersonal strategy for building and maintaining trust. Using a sample of 207 executive-level boundary spanners working on knowledgebased projects, it finds a positive relationship between threat-reducing behavior and interpersonal trust across organizational boundaries. The study also considers contextual effects by investigating the network density and demographic composition of a boundary spanner's social network of key counterparts from a partner organization. It proposes and demonstrates support for both negative and positive effects of network demographic diversity on trust.-
dc.format276974 bytes-
dc.formatapplication/pdf-
dc.languageen_US-
dc.relationMIT Sloan School of Management Working Paper;4292-03-
dc.titleInterpersonal Action Across Organizational Boundaries: Threat and Trust in the Context of Social Network Diversity-
dc.typeWorking Paper-
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