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

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

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 an...

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Bibliographic Details
Main Authors: Roxanne Zolin, Deborah E. Gibbons
Format: Article
Language:English
Published: SAGE Publishing 2014-04-01
Series:SAGE Open
Online Access:https://doi.org/10.1177/2158244014533555
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spelling doaj-985cc27e9b9342288c6bc0ce6f2fe10d2020-11-25T03:26:03ZengSAGE PublishingSAGE Open2158-24402014-04-01410.1177/215824401453355510.1177_2158244014533555How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational TeamsRoxanne Zolin0Deborah E. Gibbons1Queensland University of Technology, Brisbane, AustraliaNaval Postgraduate School, Monterey, CA, USAMany 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.https://doi.org/10.1177/2158244014533555
collection DOAJ
language English
format Article
sources DOAJ
author Roxanne Zolin
Deborah E. Gibbons
spellingShingle Roxanne Zolin
Deborah E. Gibbons
How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
SAGE Open
author_facet Roxanne Zolin
Deborah E. Gibbons
author_sort Roxanne Zolin
title How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
title_short How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
title_full How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
title_fullStr How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
title_full_unstemmed How Emergent Roles and Structures Create Trust in Hastily Formed Interorganizational Teams
title_sort how emergent roles and structures create trust in hastily formed interorganizational teams
publisher SAGE Publishing
series SAGE Open
issn 2158-2440
publishDate 2014-04-01
description 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.
url https://doi.org/10.1177/2158244014533555
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