The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior
Abstract
Ellen M. Whitener, Susan E. Brodt, M. Audrey Korsgaard, Jon M. Werner, Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior, The Academy of Management Review, Vol. 23, No. 3 (Jul., 1998), pp. 513-530
Overview
Integrity signals
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Cites
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Verification
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
In the citing paper
“Supervisors are arguably the most trustworthy source of information for employees (Legood et al., 2016; Men & Bowen, 2017; Whitener et al., 1998).”
From Fostering Employee Trust via Effective Supervisory Communication during the COVID-19 Pandemic: Through the Lens of Motivating Language Theory (2022) · cites this paper as Whitener et al., 1998
In the citing paper
“According to Whitener et al. (1998) teams require more trust (than individuals) because of the high degree of interdependence required to complete their tasks.”
From Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture (2010) · cites this paper as Whitener et al., 1998
Citations
Cites
Schwartz, S. H. (1992) · Advances in Experimental Social Psychology · doi:10.1016/s0065-2601(08)60281-6 · Cited by 14,619
Affect and Cognition Based Trust as Foundations for Interpersonal Cooperation in Organizations
McAllister, D. J. (1995) · Academy of Management Journal · doi:10.2307/256727 · Cited by 7,346
A Relational Model of Authority in Groups
Tyler, T. R., & Lind, E. A. (1992) · Advances in Experimental Social Psychology · doi:10.1016/s0065-2601(08)60283-x · Cited by 2,977
Deutsch, M. (1958) · Journal of Conflict Resolution · doi:10.1177/002200275800200401 · Cited by 2,077
Cited by
Sorted by citations
Ethical leadership: A social learning perspective for construct development and testing
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2005.03.002 · Cited by 5,435
May, D. R., Gilson, R. L., & Harter, L. M. (2004) · Journal of Occupational and Organizational Psychology · doi:10.1348/096317904322915892 · Cited by 3,483
Organizational Silence: A Barrier to Change and Development in a Pluralistic World
Morrison, E. W., & Milliken, F. J. (2000) · The Academy of Management Review · doi:10.2307/259200 · Cited by 2,776
Building Effective Online Marketplaces with Institution-Based Trust
Pavlou, P. A., & Gefen, D. (2004) · Information Systems Research · doi:10.1287/isre.1040.0015 · Cited by 2,516
Gibson, C. B., & Gibbs, J. L. (2006) · Administrative Science Quarterly · doi:10.2189/asqu.51.3.451 · Cited by 1,152
Metadata
- Authors
- Whitener, E. M., Brodt, S. E., Korsgaard, M. A., & Werner, J. M.
- Venue
- The Academy of Management Review
- Publisher
- Academy of Management
- Published
- 1998-07
- Volume
- 23
- Issue
- 3
- Pages
- 513
- ISSN
- 0363-7425
- Cited by
- 4,971
- References
- 4
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
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