Our trust conceptualizations have benefited from discussions with Ellen Berscheid and Larry Cummings of the University of Minnesota. The authors also thank three anonymous reviewers from the Organizational Behavior division of the 1996 meeting of the Academy of Management for their comments on an earlier version of this paper. THE MEANINGS OF TRUST What does the word ‘trust ’ mean? Scholars continue to express concern regarding their collective lack of consensus about trust’s meaning. Conceptual confusion on trust makes comparing one trust study to another problematic. To facilitate cumulative trust research, the authors propose two kinds of trust typologies: (a) a classification system for types of trust, and (b) definitions of six related trust types that form a model. Some of the model’s implications for management are also outlined. 2 THE MEANINGS OF TRUST “...trust is a term with many meanings. ” (Williamson, 1993: 453) “Trust is itself a term for a clustering of perceptions. ” (White, 1992: 174) Scholars and practitioners widely acknowledge trust's importance. Trust makes cooperative endeavors happen (e.g., Arrow, 1974; Deutsch, 1973; Gambetta, 1988). Trust is a key to positive interpersonal relationships in

This is the pre-copy-edited draft. Emendations and corrections resulted from copy-editing. Please check the published version before you use material from this paper. All rights reserved. Not to be quoted, paraphrased, copied, or distributed in any fashion.

Abstract Research objects and research outcomes are proposed to act as a guide to select a proper research method. We, however, recommend that the research question as the essential factor of the research process should guide selection. Based on this idea we here develop taxonomy of research approaches with six categories. Taxonomy is then compared with three other classifications of research methods by using the comprehensiveness, parsimony and usefulness criteria. I.

Standards play an important role within information and communication technology as it becomes networked and complex. No single model has yet been developed to address how successful standards emerge. We propose a dynamic process model of standardization that integrates separate lines of inquiry to standardization activities including Simon’s theory of artifact design (D), Weick’s concept of sense-making (S) and Latour’s concept of negotiation in socio-technical networks (N), and organizes them into a hierarchically organized web of standardization events. We investigate three standardization processes in the telecommunication industry with the D-S-N model to explain the progression of these standardization processes.

To my parents

Firms faced with a portfolio of inconsistent design tasks often fail to get the best out of their investment in product design efforts. We present the concept of design focus as a strategic alternative for gaining competitive advantage through product design. The concept is based on the premise that design task homogeneity facilitates effective information processing and efficient utilization of R&D resources. It induces faster learning, which leads to substantial gain in an organization’s competence in dealing with product development challenges. In addition, a focused design strategy benefits from the advantages of managing a smaller portfolio. Design focus is an extension of the concept of focus from the business strategy literature to the new product development literature and it is complementary to the concept of manufacturing and marketing focus. A cross sectional study of forty-four new product development projects provides preliminary empirical evidence supporting the proposed concept, and emphasizes the need for further investigation design focus as a strategic alternative for managing product design. The concept provides a fresh perspective on the management of product design and opens up new directions for future research.

All rights reserved. No part of this publication may be reproduced, stored in retrieval systems, or transmitted, in any form or by any means, electronic, mechanical, photocopying, microfilming, recording, or otherwise, without permission in writing from the publisher.

Pressure on boards to improve corporate performance and management oversight has led to a series of inquiries and reports advocating governance reform. These reports largely reflect an agency perspective of governance and seek to ensure greater board independence from and control of management. While board independence is important to good governance, we contend that frameworks, models and advice centred on one element of governance ignore the complexity of how boards work. We develop a holistic board framework of how boards work based upon the concept of board intellectual capital to address this concern. Our framework proposes a series of inputs (company history, company constitution, legal environment) that lead to a particular mix of board intellectual capital. We contend that the balance of the elements of board intellectual capital will lead to a series of board behaviours. Further, the board needs to mobilize its intellectual capital to carry out a series of roles. The exact nature of these roles will depend on the

Blending qualitative and quantitative research methods is widely propagated as a strategy for both quality control and enrichment of organization research. This has been recognized in the organization literature for more than twenty years. However, during the last decade the progress in the practice of research has not been altogether impressive. Ambiguity is one of the key problems in this respect. This paper tries to clarify the discussion on blended methods, by (1) clarifying concepts used to describe blended design, (2) inventoririzing and categorizing the different forms and objectives of blended design, and (3) developing a provisional framework. The study departs from the research practice, the sequences of action in concrete studies. The focus is on research as a process, rather than on specific methods. Finally, the paper suggest some directions for a development program for blending methods. 1

discussion only. It may not be reproduced without permission of the copyright holder. Copies of working