@article{alarcon_lyons_mayer_barelka_bobko_2024, title={Why does one trust? A 360-degree perspective on the role of position power in weighting trustworthiness factors}, ISSN={["1532-7876"]}, DOI={10.1080/08995605.2024.2373576}, abstractNote={The purpose of the current paper is to explore the influence of the perceived trustworthiness factors of ability, benevolence and integrity on general and specific trust across supervisors, subordinates and peers with the same focal referent. This study used a 360-degree approach to examine how positional power asymmetries influence the relationship between trustworthiness and trust for a general and situation-specific referent. Data were obtained from military supervisors (N = 200), peers (N = 123), and subordinates (N = 85). Measures of trustworthiness and trust of a common military officer were obtained. Supervisors and subordinates differed in their relative weighting of trustworthiness factors (i.e. ability, benevolence, and integrity) when evaluating general and specific trust. Peers evidenced no difference in the relative weighting of trustworthiness factors. The relationship between benevolence and specific trust was stronger for subordinates than for supervisors. One implication of our findings is that trust can develop differently in bottom-up versus top-down organizational relationships. This study provides evidence that supervisors and subordinates emphasize different aspects of trustworthiness when evaluating their trust of a focal officer, and this process was different for general versus specific trust referents. The study also extends previous research by replicating previous findings across raters.}, journal={MILITARY PSYCHOLOGY}, author={Alarcon, Gene M. and Lyons, Joseph B. and Mayer, Roger C. and Barelka, Alexander J. and Bobko, Phil}, year={2024}, month={Jul} }
 @article{dubljevic_list_milojevich_ajmeri_bauer_singh_bardaka_birkland_edwards_mayer_et al._2021, title={Toward a rational and ethical sociotechnical system of autonomous vehicles: A novel application of multi-criteria decision analysis}, volume={16}, ISSN={1932-6203}, url={http://dx.doi.org/10.1371/journal.pone.0256224}, DOI={10.1371/journal.pone.0256224}, abstractNote={The impacts of autonomous vehicles (AV) are widely anticipated to be socially, economically, and ethically significant. A reliable assessment of the harms and benefits of their large-scale deployment requires a multi-disciplinary approach. To that end, we employed Multi-Criteria Decision Analysis to make such an assessment. We obtained opinions from 19 disciplinary experts to assess the significance of 13 potential harms and eight potential benefits that might arise under four deployments schemes. Specifically, we considered: (1) the status quo, i.e., no AVs are deployed; (2) unfettered assimilation, i.e., no regulatory control would be exercised and commercial entities would “push” the development and deployment; (3) regulated introduction, i.e., regulatory control would be applied and either private individuals or commercial fleet operators could own the AVs; and (4) fleets only, i.e., regulatory control would be applied and only commercial fleet operators could own the AVs. Our results suggest that two of these scenarios, (3) and (4), namely regulated privately-owned introduction or fleet ownership or autonomous vehicles would be less likely to cause harm than either the status quo or the unfettered options.}, number={8}, journal={PLOS ONE}, publisher={Public Library of Science (PLoS)}, author={Dubljevic, Veljko and List, George and Milojevich, Jovan and Ajmeri, Nirav and Bauer, William A. and Singh, Munindar P. and Bardaka, Eleni and Birkland, Thomas A. and Edwards, Charles H. W. and Mayer, Roger C. and et al.}, editor={Yuan, QuanEditor}, year={2021}, month={Aug}, pages={e0256224} }
 @article{hamm_smidt_mayer_2019, title={Understanding the psychological nature and mechanisms of political trust}, volume={14}, ISSN={["1932-6203"]}, DOI={10.1371/journal.pone.0215835}, abstractNote={Political trust is a perennially important concern and the events of the last few years have, in many ways, heightened this importance. The relevant scholarship has done much to meet this challenge but continues to struggle with definitional unclarities and an inability to provide accounts that consistently operate as expected. The current research seeks to test the potential of a classic model of trust from the organizational sciences that makes specific arguments regarding the psychological nature and mechanisms of the construct in helping to address these concerns. Using data from a national convenience sample, we provide preliminary evidence which suggests that measures and models addressing this theoretical account of psychological trust form unidimensional and reliable measures that may more precisely explain the process of political trust and outperform current measures in predicting relevant correlates. We conclude by discussing the implications and limitations of our work and, in so doing, lay a foundation for a new research agenda for political trust.}, number={5}, journal={PLOS ONE}, author={Hamm, Joseph A. and Smidt, Corwin and Mayer, Roger C.}, year={2019}, month={May} }
 @article{middleton_murphy-hill_green_meade_mayer_white_mcdonald_2018, title={Which Contributions Predict Whether Developers Are Accepted Into GitHub Teams}, ISSN={["2160-1852"]}, DOI={10.1145/3196398.3196429}, abstractNote={Open-source software (OSS) often evolves from volunteer contributions, so OSS development teams must cooperate with their communities to attract new developers. However, in view of the myriad ways that developers interact over platforms for OSS development, observers of these communities may have trouble discerning, and thus learning from, the successful patterns of developer-to-team interactions that lead to eventual team acceptance. In this work, we study project communities on GitHub to discover which forms of software contribution characterize developers who begin as development team outsiders and eventually join the team, in contrast to developers who remain team outsiders. From this, we identify and compare the forms of contribution, such as pull requests and several forms of discussion comments, that influence whether new developers join OSS teams, and we discuss the implications that these behavioral patterns have for the focus of designers and educators.}, journal={2018 IEEE/ACM 15TH INTERNATIONAL CONFERENCE ON MINING SOFTWARE REPOSITORIES (MSR)}, author={Middleton, Justin and Murphy-Hill, Emerson and Green, Demetrius and Meade, Adam and Mayer, Roger and White, David and McDonald, Steve}, year={2018}, pages={403–413} }
 @article{mayer_warr_zhao_2018, title={Do Pro-Diversity Policies Improve Corporate Innovation?}, volume={47}, ISSN={["1755-053X"]}, url={http://www.scopus.com/inward/record.url?eid=2-s2.0-85041096263&partnerID=MN8TOARS}, DOI={10.1111/fima.12205}, abstractNote={AbstractUsing new product announcements, patents, and patent citations as measures of corporate innovation, we find that corporate policies that promote more pro‐diversity cultures, specifically treatment of women and minorities, enhance future innovative efficiency. This positive effect is stronger during economic downturns and in firms that are more innovative, value intangibles and human capital more highly, have greater growth options, have higher cash flow, and have stronger governance. Pro‐diversity policies also increase firm value via this stimulating effect on innovative efficiency. Our results suggest a channel through which workforce diversity may enhance firm value.}, number={3}, journal={FINANCIAL MANAGEMENT}, author={Mayer, Roger C. and Warr, Richard S. and Zhao, Jing}, year={2018}, pages={617–650} }
 @article{david schoorman_mayer_davis_2016, title={Empowerment in veterinary clinics: the role of trust in delegation}, volume={6}, ISSN={2151-5581 2151-559X}, url={http://dx.doi.org/10.1080/21515581.2016.1153479}, DOI={10.1080/21515581.2016.1153479}, abstractNote={ABSTRACT Several authors have suggested that trust is important to empowerment. This research develops the theoretical relationship between empowerment and trust. Trust, defined as a willingness to be vulnerable, was found to contribute to managers’ taking greater risks in their relationships with their employees through increased delegation of authority. Results show strong support that trust for an employee is a function of the employee’s perceived ability, benevolence, and integrity, as well as the manager’s propensity to trust.}, number={1}, journal={Journal of Trust Research}, publisher={Informa UK Limited}, author={David Schoorman, F. and Mayer, Roger C. and Davis, James H.}, year={2016}, month={Jan}, pages={76–90} }
 @article{schoorman_mayer_davis_2016, title={Perspective:Empowerment in veterinary clinics: the role of trust in delegation}, volume={6}, ISSN={2151-5581 2151-559X}, url={http://dx.doi.org/10.1080/21515581.2016.1161887}, DOI={10.1080/21515581.2016.1161887}, abstractNote={The introduction and discussion of this paper reflect the state of the field two decades ago when the paper was presented. Some of the issues raised in the paper have seen considerable research sin...}, number={1}, journal={Journal of Trust Research}, publisher={Informa UK Limited}, author={Schoorman, F. David and Mayer, Roger C. and Davis, James H.}, year={2016}, month={Jan}, pages={91–95} }
 @article{david schoorman_mayer_davis_2016, title={Preface:Empowerment in veterinary clinics: the role of trust in delegation}, volume={6}, ISSN={2151-5581 2151-559X}, url={http://dx.doi.org/10.1080/21515581.2016.1161884}, DOI={10.1080/21515581.2016.1161884}, abstractNote={As we finished developing the paper ‘An integrative model of organizational trust’ that appeared in Academy of Management Review (Mayer, Davis, & Schoorman, 1995), we began to develop measures of ability, benevolence, integrity, propensity, and trust. In the following study we developed measures of the major constructs, and investigated the relationship between trust and the delegation of risky tasks to employees – which we argue is a key in empowerment. We presented this paper at a conference in 1996. For reasons that are complicated the paper never actually appeared in print. Twenty years later we are surprised at the attention this paper has attracted. As of this writing this paper has been cited over 100 times according to Google Scholar despite the fact that it is not available in a public forum. Scholars have cited this work in a variety of topics including delegation and empowerment (Pfeffer, Cialdini, Hanna, & Knopoff, 1998; Wasti, Tan, & Erdil, 2010), entrepreneurship (Cherry, 2015), collective learning (Gubbins & MacCurtain, 2008), and as a basis for measurement of trust constructs in diverse contexts such as banking (Birkenmeier & Sanséau, 2016), police mental health (Maurya & Agarwal, 2013), interteam trust (Serva, Fuller, & Mayer, 2005), virtual environments (Brown, Poole, & Rodgers, 2004; Jarvenpaa & Leidner, 1999; Robert, Dennis, & Hung, 2009; Staples & Webster, 2008) and crosscultural trust (Wasti, Tan, Brower, & Önder, 2007). We continue to receive frequent requests for a copy of this paper from scholars all over the world. Perhaps we (and a few others) underestimated the significance of the paper at the time but researchers in trust have not let it be forgotten. We share it unedited here to make it more readily available to other scholars, and to provide a more accessible version to cite. At the conclusion of the original study as it was presented, we offer some updated perspectives concerning trust and empowerment.}, number={1}, journal={Journal of Trust Research}, publisher={Informa UK Limited}, author={David Schoorman, F. and Mayer, Roger C. and Davis, James H.}, year={2016}, month={Jan}, pages={74–75} }
 @article{mayer_bobko_davis_gavin_2011, title={The effects of changing power and influence tactics on trust in the supervisor: A longitudinal field study}, volume={1}, ISSN={2151-5581 2151-559X}, url={http://dx.doi.org/10.1080/21515581.2011.603512}, DOI={10.1080/21515581.2011.603512}, abstractNote={This paper presents a five-month longitudinal field study of the use of influence tactics and power on the development of employee trust within a small Midwestern US nonunion manufacturing company. Analysis of levels of trust in supervisors found that, as hypothesised, changes in trust levels were substantially related to increases in specific types of power use and influence attempts, most notably changes in referent power, expert power, and task-related supportive behaviors. Evidence also indicates that the development of trust is a reciprocal phenomenon, and that increased trust can lead to important outcomes.}, number={2}, journal={Journal of Trust Research}, publisher={Informa UK Limited}, author={Mayer, Roger C. and Bobko, Philip and Davis, James H. and Gavin, Mark B.}, year={2011}, month={Oct}, pages={177–201} }
 @article{serva_fuller_mayer_2005, title={The reciprocal nature of trust: a longitudinal study of interacting teams}, volume={26}, ISSN={0894-3796 1099-1379}, url={http://dx.doi.org/10.1002/job.331}, DOI={10.1002/job.331}, abstractNote={AbstractThis research develops and investigates the concept of reciprocal trust between interacting teams. Reciprocal trust is defined as the trust that results when a party observes the actions of another and reconsiders one's trust‐related attitudes and subsequent behaviors based on those observations. Twenty‐four teams of systems analysis and design students were involved in a 6‐week controlled field study focused on the development of an information systems project. Each team was responsible for both developing a system (development role) and for supervising the development of a system by another team (management role). Risk‐taking actions exhibited by one team in an interacting pair were found to predict the other team's trustworthiness perceptions and subsequent trust. The level of trust formed in turn predicted the team's subsequent risk‐taking behaviors with respect to the other team. This pattern of reciprocal trust repeated itself as the teams continued to interact over the duration of the project, thus supporting our model of reciprocal trust. Findings also indicate that trust and trust formation can occur at the team level. Copyright © 2005 John Wiley & Sons, Ltd.}, number={6}, journal={Journal of Organizational Behavior}, publisher={Wiley}, author={Serva, Mark A. and Fuller, Mark A. and Mayer, Roger C.}, year={2005}, pages={625–648} }