Roderick M. Kramer

Trust in organizations : frontiers of theory and research

Whither Trust? - Tom R Tyler and Roderick M Kramer Trust in Organizations - W E Douglas Creed and Raymond E Miles A Conceptual Framework Linking Organizational Forms, Managerial Philosophies and the Opportunity Costs of Controls Trust and Technology - David Kipnis Trust-Based Forms of Governance - Walter W Powell Trust and Third-Party Gossip - Ronald S Burt and Marc Knez Collaboration Structure and Information Dilemmas in Biotechnology - Lynne G Zucker et al Interpersonal and Organizational Boundaries as Trust Production Developing and Maintaining Trust in Work Relationships - Roy J Lewicki and Barbara B Bunker Micro OB and the Network Organization - Blair H Sheppard and Marla Tuchinsky Swift Trust in Temporary Groups - Debra Meyerson, Roderick M Kramer and Karl Weick The Road to Hell - Sim B Sitkin and Darryl Stickel The Dynamics of Distrust in an Era of Quality Divergent Realities and Convergent Disappointments in the Hierarchical Relation - Roderick M Kramer Trust and the Intuitive Auditor at Work Beyond Distrust - Robert J Bies and Tom Tripp Getting Even and the Need for Revenge Organizational Responses to Crisis - Aneil K Mishra The Centrality of Trust Trust and Crisis - Eugene J Webb The Organizational Trust Inventory (OTI) - L L Cummings and Philip Bromiley Development and Validation Trust in Organizational Authorities - Tom R Tyler and Peter Degoey The Influence of Motive Attributions on Willingness to Accept Decisions Collective Trust and Collective Action - Roderick M Kramer, Marilynn B Brewer and Benjamin J Hanna The Decision to Trust as a Social Decision Understanding the Interaction between Procedural and Distributive Justice - Joel Brockner and Phyllis Siegel The Role of Trust

Designing effective work groups

Provides ways to design, manage, and maintain more useful work groups--including labor-management committees, staff meetings, advisory groups, and policy committees. In eleven original chapters, reviews current knowledge about groups and explores new directions for understanding them and improving their effectiveness.

When in Doubt...: Cooperation in a Noisy Prisoner's Dilemma

In the last decade, there has been a resurgence of interest in problems of cooperation, stimulated largely by Axelrods work. Using an innovative tournament approach, Axelrod found that a simple strategy, tit-for-tat (TFT), was most successful in playing the repeated prisoners dilemma (PD) in a noiseless environment. However, recent analytical work has shown that monitoring problems caused by noise significantly impair TFTs effectiveness. The primary purpose of the present research is to discover whether there exist alternative strategies that perform well in noisy PDs. To investigate this question, the authors conducted a computer tournament. The results of the tournament demonstrated that, consistent with analytical work, TFT performed rather poorly. In contrast, strategies that were generous (i.e., cooperated more than their partners did) were quite effective.

Paranoid Cognition in Social Systems: Thinking and Acting in the Shadow of Doubt

Distrust and suspicion are common and recurring problems at all levels of social organization, ranging from the interpersonal to the collective. Unfortunately, our understanding of the origins and dynamics of such distrust and suspicion remains far from complete. A primary aim of this research, accordingly, was to articulate a new framework for conceptualizing a form of exaggerated distrust and suspicion termed paranoid social cognition. Drawing on recent psychological theory and research, this framework identifies the social cognitive underpinnings of paranoid cognitions. It also specifies some of the situational determinants of such cognition and elaborates on the psychological, behavioral, and social dynamics that sustain them.

Negotiation as a social process

Introduction Negotiation in its Social Context - Roderick M Kramer and David M Messick Emerging Trends and Future Prospects PART ONE: NEW THEORETICAL PERSPECTIVES Negotiator Cognition in Social Contexts - Introduction Social Context in Negotiation - Leigh Thompson, Erika Peterson and Laura Kray An Information-Processing Perspective Networks and Collective Scripts - Dean G Pruitt Paying Attention to Structure in Bargaining Theory Lets Make Some New Rules - Charles D Samuelson and David M Messick Social Factors that Make Freedom Unattractive Regression to the Mean, Expectation Inflation, and the Winners Curse in Organizational Contexts - J Richard Harrison and Max H Bazerman In Dubious Battle - Roderick M Kramer Heightened Accountability, Dysphoric Cognition and Self-Defeating Bargaining Behavior The Relational Contexts of Negotiation - Introduction Multi-Party Negotiation in its Social Context - Jeffrey T Polzer, Elizabeth A Mannix and Margaret A Neale Power and Emotional Processes in Negotiations - Edward J Lawler and Jeongkoo Yoon A Social Exchange Approach Joint Decision Making - Leonard Greenhalgh and Deborah I Chapman The Inseparability of Relationships and Negotiation Toward the Conflict - Robert J Robinson A Research Agenda for Emerging Organizational Challenges PART TWO: EXPERIMENTAL EXPLORATIONS Experimental Explorations - Introduction Time of Decision, Ethical Obligation and Causal Illusion - Michael W Morris, Damien L H Sim and Vittorio Girotto Temporal Cues and Social Heuristics in the Prisoners Dilemma Fairness versus Self-Interest - J Keith Murnighan and Madan M Pillutla Asymmetric Moral Imperatives in Ultimatum Bargaining Social Context in Tacit Bargaining Games - Richard Pl Larrick and Sally Blount Consequences for Perceptions of Affinity and Cooperative Behavior Why Ultimatums Fail - Roderick M Kramer, Pri Pradhan-Shah and Stephanie L Woerner Social Identity and Moralistic Aggression in Coercive Bargaining Property, Culture and Negotiation - Peter G Carnevale

Repairing and Enhancing Trust: Approaches to Reducing Organizational Trust Deficits

AbstractOrganizational scholars have long touted the myriad benefits of trust for organizational functioning and performance. Recent surveys, however, document pervasive deficits in such trust. This article addresses the important topic of reducing these deficits. Our attack on this problem is two pronged. First, we examine approaches to repairing damaged trust within organizational settings. Specifically, we assess the state of organizational theory and knowledge regarding effective approaches to trust repair after internal or external events have weakened or damaged trust in an organization. We define what is meant by trust repair, review the most common ways that trust is broken, and then explore the three major approaches that have received the most attention in trust‐repair research. We then address the question of how trust, once repaired, can be enhanced and made more durable and stable. Specifically, we examine theory and evidence regarding the antecedent conditions that support the development an...

Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews, Vol. 2.

This is the 18th volume in an annual series of reviews of research in organizational behaviour. This volume covers such topics as affective events theory, motivational agendas in the workplace and consequences of public security for leaders and their organizations.

Equity and Social Exchange in Human Relationships

Publisher Summary Equity is used to define a set of organizational rules and procedures by which authority is legitimatized in bureaucracies. It is conceptualized in more abstract and functional terms by sociologists, anthropologists, and political scientists. Dealing with equity and social exchange is far-ranging in scope. This chapter examines the current status of the theorizing in equity and social exchange in human relationships and point the way to future developments. A number of theorists have attempted to apply equity and social exchange conceptions to a wide variety of areas, including social interactions, close relationships, helpfulness, and work and pay in economic settings. It maintains that humans frequently consider fairness in their calculation of costs and benefits in their encounters with others. Human behavior reflects a moral order and cannot have a truly adequate social psychology unless one know what rules govern the judgments of fairness and the way these judgments affect social conduct. The theories of fairness apply only to the simplest form of human interdependence––the unilateral allocation of outcome. The overall structure and the ongoing processes that characterize human interdependence and exchange are also determined in the chapter.

Social capital and cooperative behavior in the workplace: a social identity perspective

Sociologists, social psychologists, and organizational theorists alike have shown a great deal of interest in the concept of social capital. To a large extent, this interest has been fueled by accumulating evidence that social capital plays a vital role in the development of more cooperative relationships within groups and organizations. Inspired by this evidence, a primary goal of the present paper is to examine more systematically the psychological underpinnings of social capital within contemporary workplaces. Drawing on social identity theory and related theories on the self, this paper develops a framework for conceptualizing how individuals’ psychological identification with a workgroup enhances their willingness to engage in behaviors that contribute to the creation of social capital within that workgroup. The paper reviews empirical evidence in favor of the framework, and draws out theoretical and applied organizational implications of the framework.

A Failure to Communicate: 9/11 and the Tragedy of the Informational Commons

“…someday someone will die—and wall or not—the public will not understand why we were not more effective and throwing every resource we had at certain ‘problems’.” –Email from an angry FBI agent to...