Perceptions of High Integrity Can Persist After Deception: How Implicit Beliefs Moderate Trust Erosion
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DOI: 10.1007/s10551-017-3649-5
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- Schweitzer, Maurice E. & Hershey, John C. & Bradlow, Eric T., 2006. "Promises and lies: Restoring violated trust," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 1-19, September.
- Kurt T. Dirks & Donald L. Ferrin, 2001. "The Role of Trust in Organizational Settings," Organization Science, INFORMS, vol. 12(4), pages 450-467, August.
- William P. Bottom & Kevin Gibson & Steven E. Daniels & J. Keith Murnighan, 2002. "When Talk Is Not Cheap: Substantive Penance and Expressions of Intent in Rebuilding Cooperation," Organization Science, INFORMS, vol. 13(5), pages 497-513, October.
- Levine, Emma E. & Schweitzer, Maurice E., 2015. "Prosocial lies: When deception breeds trust," Organizational Behavior and Human Decision Processes, Elsevier, vol. 126(C), pages 88-106.
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Cited by:
- Maurice E. Schweitzer & Teck-Hua Ho & Xing Zhang, 2018. "How Monitoring Influences Trust: A Tale of Two Faces," Management Science, INFORMS, vol. 64(1), pages 253-270, January.
- Di Wu & Zhongming Wang, 2020. "Be Careful How You Do It: The Distinct Effects of Observational Monitoring and Interactional Monitoring on Employee Trust," Sustainability, MDPI, vol. 12(15), pages 1-10, July.
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Keywords
Negotiation; Trust; Deception; Trust dynamics;All these keywords.
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