Normal acts of irrational trust, motivated attributions, and the trust development process
By: J. Mark Weber, Deepak Malhotra, J. Keith Murnighan
Contributors: Malhotra, Deepak, 1975-; Murnighan, John Keith; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 04-004; Working paper (Harvard Business School. Division of Research) -- 04-004
Publisher: Division of Research, Harvard Business School
Published: 2003
Place of publication: Boston]
Language: eng
Number of pages: 34
Description: This paper presents a new, motivated attributions model of trust development. The model builds on two simple insights: the parties in a potentially trusting relationship are likely to view their interaction differently and their attributions of each other's behavior will be self-servingly motivated. These interpersonal asymmetrie help to explain why trustors, contrary to the prescriptions of the dominant, rational choice approach, may engage in precipitous acts of trust and when and why these acts, rather than being irrational and ineffective, can be crucial to trust development. The paper explores the consequences of these insights for interpersonal interactions and discusses the potential for extensions to interorganizational interactions.
Notes: Includes bibliographical references.