Table of Contents

Handbook of Research Methods on Trust

Handbook of Research Methods on Trust

Second Edition

Handbooks of Research Methods in Management series

Edited by Fergus Lyon, Guido Möllering and Mark N.K. Saunders

With the growing interest in trust in the social sciences, this second edition of the Handbook of Research Methods on Trust provides a fully updated and extended account of quantitative, qualitative and mixed methods for empirical research. While many researchers have already drawn inspiration and insight from the previous edition, the dynamic development of trust research calls for further and deeper engagement with methodological issues, particular methods, practical research experience, and current challenges and innovations as offered by this new edition.

Chapter 21: The actor–partner interdependence model: a method for studying trust in dyadic relationships

Donald L. Ferrin, Michelle C. Bligh and Jeffrey C. Kohles

Subjects: business and management, organisation studies, research methods in business and management

Extract

Dyadic relationships, such as those between leaders and followers, buyers and sellers, or joint venture partners, involve parties acting simultaneously as trustor and trustee. The actor–partner interdependence model allows researchers to model, rather than ‘design out’, the interdependence within such dyads, providing opportunities to uncover new insights into how trust forms and the effects of trust in dyadic interactions. Dyadic trust research typically focuses on trustee behaviours and characteristics that earn, maintain, or repair another’s trust, and/or on trustor perceptions, beliefs, and intentions toward a trustee. This approach of understanding trust as a dyadic trustor–trustee phenomenon can be seen in trust’s foundational literatures of game theory (Deutsch, 1958) and close relationships (Rempel et al., 1985), and in more contemporary research on leader–follower trust (Dirks and Ferrin, 2002), trust between work colleagues (McAllister, 1995), trust between groups (Serva et al., 2005), relationships between participants in laboratory studies (Schweitzer et al., 2006), and negotiation studies (Kong et al., 2014), among others. In most real-life dyadic relationships, each party acts simultaneously as both trustor and trustee. For instance, in a leader–follower dyad, the leader will typically behave in ways that earn or damage the follower’s trust while at the same time forming his or her own beliefs about the follower’s trustworthiness. And the follower will behave in ways that earn or damage the leader’s trust while at the same time forming beliefs about the leader’s trustworthiness.

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