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Restoring Trust in Organizations and LeadersEnduring Challenges and Emerging Answers$
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Roderick M. Kramer and Todd L. Pittinsky

Print publication date: 2012

Print ISBN-13: 9780199756087

Published to Oxford Scholarship Online: May 2012

DOI: 10.1093/acprof:oso/9780199756087.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 20 October 2021

Risky Trust

Risky Trust

How Multi-Entity Teams Build Trust despite High Risk

(p.129) 6 Risky Trust
Restoring Trust in Organizations and Leaders

Faaiza Rashid

Amy C. Edmondson

Oxford University Press

This chapter explicates the challenge of risky trust, which refers to inter-personal and/or inter-organizational trust that exists between parties vulnerable to high economic, legal or reputational risks. Drawing from analyses of data collected in a grounded case study of a multi-million dollar construction project, the authors propose a model that describes how teams engaged in high-risk endeavors build trust, despite a context and history of pervasive mistrust. The proposed model identifies three dimensions of risky trust, pertaining to people’s intentions and competence and to team process. The chapter also describes antecedents of risky trust, including leaders’ framing, team member interactional expertise, procedural transparency, and impartiality. Lastly, the model suggests that risky trust fosters monitoring and learning behaviors that improve work performance. Undertaken in the United States construction industry, a context known for its lack of trust, this study offers insights for trust repair.

Keywords:   risky trust, trust repair, construction industry, teams, multidisciplinary teams, team learning, inter-organizational trust

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