Automation is often problematic because people fail to rely upon it appropriately. Because people respond to technology socially, trust influences reliance on automation. In particular, trust guides reliance when complexity and unanticipated situations make a complete understanding of the automation impractical. This review considers trust from the organizational, sociological, interpersonal, psychological, and neurological perspectives. It considers how the context, automation characteristics, and cognitive processes affect the appropriateness of trust. The context in which the automation is used influences automation performance and provides a goal-oriented perspective to assess automation characteristics along a dimension of attributional abstraction. These characteristics can influence trust through analytic, analogical, and affective processes. The challenges of extrapolating the concept of trust in people to trust in automation are discussed. A conceptual model integrates research regarding trust in automation and describes the dynamics of trust, the role of context, and the influence of display characteristics. Actual or potential applications of this research include improved designs of systems that require people to manage imperfect automation.

The authors report results from 5 experiments that describe the influence of emotional states on trust. They found that incidental emotions significantly influence trust in unrelated settings. Happiness and gratitude—emotions with positive valence—increase trust, and anger—an emotion with negative valence—decreases trust. Specifically, they found that emotions characterized by other-person control (anger and gratitude) and weak control appraisals (happiness) influence trust significantly more than emotions characterized by personal control (pride and guilt) or situational control (sadness). These findings suggest that emotions are more likely to be misattributed when the appraisals of the emotion are consistent with the judgment task than when the appraisals of the emotion are inconsistent with the judgment task. Emotions do not influence trust when individuals are aware of the source of their emotions or when individuals are very familiar with the trustee.

Within the practitioner literature, trust has often been noted as a key component for the success of knowledge management practices; however, trust is a very complex construct that has many different facets and definitions. This paper reviews the trust literature to create an understanding of the different types and bases of trust. These types and bases of trust are then applied to the knowledge management processes (knowledge generation, knowledge codification, knowledge transfer, and knowledge application) to create better understanding of the possible relationships between trust and the knowledge management processes, and which processes require which type of trust for knowledge management success. Implications for practitioners and research are then discussed.

The emerging work on understanding open source software has strongly argued for the importance of understanding what leads to effectiveness in OSS development, has frequently pointed to ideology and communication as probable factors in effectiveness, and has presented conflicting opinions about the role of trust in effectiveness. For all the discussion of these issues, there has been no comprehensive elaboration of what constitutes OSS ideology, and very little empirical data has been brought to bear on examining antecedents of OSS team effectiveness. This paper develops a framework of the OSS ideology (including specific norms, beliefs, and values) and a theoretical model to show how components of the ideology, combined with trust and communication, impact effectiveness in OSS teams. The research model proposes distinct roles for affective trust, cognitive trust, social communication, and task communication as determinants of OSS team effectiveness. Qualitative and quantitative data are analyzed to evaluate the model. The results suggest that in order for OSS projects to grow into the kind of large successes that prior work has studied, the teams that work on them should foster the norms and values of the larger community and maintain consistent task communication to develop cognitive trust among members. Keywords: Open Source Software, Trust, Ideology, Communication, Virtual Teams ISRL categories: DA01, DA06, DD02 EFFECTIVENESS IN OPEN SOURCE SOFTWARE DEVELOPMENT TEAMS While the practices associated with Open Source Software (OSS) development have been in use for decades, recent years have seen a surge of interest in OSS across developers, businesses, governments, and academic researchers. Since its inception, more than 67,000 projects have been registered on Sourcefo...

Electronic ties are loosening the constraints of organizational structure and physical proximity to allow connectivity between individuals who would otherwise find it difficult to identify and sustain contact with others who share the similar interests. This paper explores the knowledge exchange processes in extra-organizational networks of practice by studying three technical newsgroups. We argue that the development of relational social capital is a vital component for transforming electronic posting forums into ongoing networks of practice. The results reveal that relational social capital exists on networks of practice and shows a strong relationship with knowledge exchange processes over and above the influence of individual motivation and ability. The concept of a community of practice is emerging as an essential building block of the knowledge economy. Communities of practice are being promoted within organizations as sources of competitive advantage and facilitators of organiza...

Summary A collective action (CA), i.e., a group of individuals jointly producing a resource to be shared equally among themselves, is a common interaction in organizational contexts. Ancestral humans who were predisposed to cooperate in CAs would have risked being disadvantaged compared to free riders, but could have overcome this disadvantage through ‘greenbeard ’ reciprocity, that is, by assessing the extent to which co-interactants were also predisposed towards cooperation, and then cooperating to the extent that they expected co-interactants to reciprocate. Assessment of others ’ cooperativeness could have been based on the direct monitoring of, and on reputational information about, others ’ cooperativeness. This theory predicts that (1) CA participants should monitor accurately, and (2) perceived higher-cooperators should have better reputations. These predictions were supported in a study of real-life CAs carried out by a group of Shuar hunter-horticulturalists: (1) members accurately distinguished ‘intentional’ non-cooperators (who could have cooperated but chose not to) from ‘accidental ’ noncooperators (who were unable to cooperate), and their perceptions of co-member cooperativeness accurately reflected more objective measures of this cooperativeness; and (2) perceived intentional cooperators had better reputations than perceived intentional non-cooperators.

We sought to examine the concept of authentic leadership and discuss the influences of authenticity and authentic leadership on leader and follower eudaemonic well-being, as well as examine the processes through which these influences are realized. This was accomplished in four ways. First, we provide an ontological definition of authentic leadership, rooted in two distinct yet related philosophical approaches to human well-being: hedonism and eudaemonia. Second, we develop a multi-component model of authentic leadership based on recent theoretical developments in the area of authenticity. The resulting model consists of self-awareness, unbiased processing, authentic behavior/acting and authentic relational orientation. Third, we discuss the personal antecedents (leader characteristics) of authentic leadership as well as the outcomes of authentic leadership for both leaders and followers and examine the processes linking authentic leadership to its antecedents and outcomes. Fourth, we discuss the implications of this work for authentic leadership theory and then provide some practical implications for developing authentic leaders.

This paper describes a model to quantify conditions that enable knowledge sharing in an organization. Based on this ‘level of facilitated knowledge sharing ’ we are able to identify the next steps to be taken, i.e. which conditions are most appropriate to stimulate. In addition, this measurement provides an indicator of the effectiveness of (one or more) actions taken, and may help in steering knowledge sharing efforts. 1 Objective of this article This article helps organizations to determine their next steps in facilitating and stimulating knowledge sharing. The article is structured in three main parts. We first introduce the conditions that we consider enablers of knowledge sharing in an organization. We also define phases that differentiate between possible stages in the development of knowledge sharing in an organization and we propose a relation of the enabling conditions to these phases. The second part of the paper describes a model to measure the enabling conditions — based on a pragmatic quantification and ranking of these conditions — to determine the applicable knowledge sharing phase. This identifies which conditions are the most appropriate to stimulate. In the third part of this article we describe our method as a continuous cycle of measurement and action.

Internet-mediated virtual teamworking is increasingly becoming an integral part of the work life for many people in information societies. This paper reports an investigation on the development of trust relationships in virtual teamworking. The main objectives of this study are to identify forms of trust relationships in virtual teamworking and to understand how such trust relationships operate in this context. The study was carried out in a large company that uses internet-mediated virtual teamworking. This paper offers a theoretical account of trust relationships in virtual teamworking that considers trust as a property of both organizational members and abstract structures of organizations. 1.

Recommendation systems are widely used on the Internet to assist customers in finding the products or services that best fit with their individual preferences. While current implementations successfully reduce information overload by generating personalized suggestions when searching for objects such as books or movies, recommendation systems so far cannot be found in another potential field of application: the personalized search for subjects such as applicants in a recruitment scenario. Theory shows that a good match between persons and jobs needs to consider both, the preferences of the recruiter and the preferences of the candidate. Based on this requirement for modeling bilateral selection decisions, we present an approach applying two distinct recommendation systems to the field in order to improve the match between people and jobs. Finally, we present first validation test runs from a student experiment showing promising results.