In clinical practice, decision-making is not performed by individual knowers but by an assemblage of people and instruments in which no one member has full access to every piece of evidence. This is due to decision making teams consisting of members with different kinds of expertise, as well as to organisational and time constraints. This raises important questions for the epistemology of medicine, which is inherently social in this kind of setting, and implies epistemic dependence on others. Trust in (...) these contexts is a highly complex social practice, involving different forms of relationships between trust and reasons for trust: based on reasons, and not based on reasons; based on reasons that are easily accessible to reflection and others that are not. In this paper, we focus on what it means to have reasons to trust colleagues in an established clinical team, collectively supporting or carrying out every day clinical decision-making. We show two important points about these reasons, firstly, they are not sought or given in advance of a situation of epistemic dependence, but are established within these situations; secondly they are implicit in the sense of being contained or nested within other actions that are not directly about trusting another person. The processes of establishing these reasons are directly about accomplishing a task, and indirectly about trusting someone else’s expertise or competence. These processes establish a space of reasons within which what it means to have reasons for trust, or not, gains a meaning and traction in these team-work settings. Based on a qualitative study of decision-making in image assisted diagnosis and treatment of a complex disease called pulmonary hypertension (PH), we show how an intersubjective framework, or ‘space of reasons’ is established through team members forging together a common way of identifying and dealing with evidence. In dealing with images as a central diagnostic tool, this also involves a common way of looking at the images, a common mode or style of perception. These frameworks are developed through many iterations of adjusting and calibrating interpretations in relation to those of others, establishing what counts as evidence, and ranking different kinds of evidence. Implicit trust is at work throughout this process. Trusting the expertise of others in clinical decision-making teams occurs while the members of the team are busy on other tasks, most importantly, building up a framework of common modes of seeing, and common ways of identifying and assessing evidence emerge. It is only in this way that trusting or mistrusting becomes meaningful in these contexts, and that a framework for epistemic dependence is established. (shrink)

Virtue-based research in business ethics has increased over the last two decades, but most of the research has focused on the actions of an individual person. In this article, we examine the associations among team-level virtues using data from two studies. Specifically, we investigate whether transparency (usually thought to be an organizational-or collective-level construct), behavioral integrity (usually thought to be an individuallevel construct), and trust (usually thought to be an individual-level construct) can be conceptualized and operate at the (...) team level of analysis and, if so, what their relationships are to team performance. Using Partial Least Squares (PLS) analysis, we found in both studies that team transparency was positively related to team behavioral integrity, which in turn was positively related to team trust. We also found evidence of a positive relationship between team trust and team performance. Implications of these findings for future teams and ethics research are discussed. (shrink)

In clinical practice, decision-making is not performed by individual knowers but by an assemblage of people and instruments in which no one member has full access to every piece of evidence. This is due to decision making teams consisting of members with different kinds of expertise, as well as to organisational and time constraints. This raises important questions for the epistemology of medicine, which is inherently social in this kind of setting, and implies epistemic dependence on others. Trust in (...) these contexts is a highly complex social practice, involving different forms of relationships between trust and reasons for trust: based on reasons, and not based on reasons; based on reasons that are easily accessible to reflection and others that are not. In this paper, we focus on what it means to have reasons to trust colleagues in an established clinical team, collectively supporting or carrying out every day clinical decision-making. We show two important points about these reasons, firstly, they are not sought or given in advance of a situation of epistemic dependence, but are established within these situations; secondly they are implicit in the sense of being contained or nested within other actions that are not directly about trusting another person. The processes of establishing these reasons are directly about accomplishing a task, and indirectly about trusting someone else’s expertise or competence. These processes establish a space of reasons within which what it means to have reasons for trust, or not, gains a meaning and traction in these team-work settings. Based on a qualitative study of decision-making in image assisted diagnosis and treatment of a complex disease called pulmonary hypertension, we show how an intersubjective framework, or ‘space of reasons’ is established through team members forging together a common way of identifying and dealing with evidence. In dealing with images as a central diagnostic tool, this also involves a common way of looking at the images, a common mode or style of perception. These frameworks are developed through many iterations of adjusting and calibrating interpretations in relation to those of others, establishing what counts as evidence, and ranking different kinds of evidence. Implicit trust is at work throughout this process. Trusting the expertise of others in clinical decision-making teams occurs while the members of the team are busy on other tasks, most importantly, building up a framework of common modes of seeing, and common ways of identifying and assessing evidence emerge. It is only in this way that trusting or mistrusting becomes meaningful in these contexts, and that a framework for epistemic dependence is established. (shrink)

Examining the influence of trust in fostering knowledge sharing behavior in virtual teams is of great research value in the current complex, dynamic, and competitive era of a knowledge economy. This study investigated the relationship between trust in coworkers and KSB. Based on social information processing theory and social cognitive theory, we developed a multilevel moderated mediation model where the team members’ psychological safety was considered a mediator, while team virtuality and knowledge sharing self-efficacy acted as (...) team and individual-level moderators, respectively. On surveying 282 individuals in 37 virtual teams of three Chinese internet companies, we found that TC positively affected team members’ KSB and this relationship was fully mediated by team members’ PS. Our findings also demonstrated that the effect of TC on KSB depended on the degree of TV and employees’ KSSE. Specifically, when TV and KSSE were higher, the TC–PS and PS–KSB relationship and the mediating effects of PS in the TC–PS–KSB relationship were all stronger. Our study extends the trust-KSB literature by identifying the psychological mechanism and boundary conditions in the TC-KSB relationship. Moreover, our findings also offer valuable managerial implications for virtual team managers on facilitating team members’ PS and KSB. (shrink)

The world is increasingly developing towards complex and chaotic behaviour. Enterprises are challenged to establish flexible but trustworthy structures of doing business within global instability. We need to educate our students today for coping with such chaotic patterns in their professional future. As an example, the student-run Europe-wide organisation ESTIEM is offering the 2-week Summer Academy (SAC) to develop the communication skills corresponding. It also means among other aims to strengthen mutual trust through interaction of the students. In 2011, (...) one of the SAC took place in Serbia. About 15 students attended it from all over Europe. In the paper, three of these students report on their experiences as a set of suggestions of how to develop further engineering and economics teaching towards international trust and stability. (shrink)

Background:The nursing community in the Nordic countries has become multicultural because of migration from European, Asian and African countries. In Norway, minority health care providers are recruited in to nursing homes which have become multicultural workplaces. They overcome challenges such as language and strangeness but as a group they are vulnerable and exposed to many challenges.Purpose:The aim is to explore minority healthcare providers, trained nurses and nurses’ assistants, and their experiences of challenges when working in a multicultural team in (...) a Norwegian context.Research method:The study has a qualitative design, using narrative interviews, and a phenomenological–hermeneutic analysis method to explore the experiences of challenges in dementia care.Ethical considerations:The study was approved by The Norwegian Regional Ethics Committee, and the Norwegian Social Science Data Services.Participation and research context:Five informants from different African, Asian and European countries participated in the study. The study was conducted in a Norwegian nursing home, in a dementia care unit.Findings:The results show that minority health care providers experience and find meaning in being a member of a team, they overcome challenges, characterized by the interdependency in the team, appreciating new cultural experiences and striving to belong. They must overcome challenges such as language problems and the feeling of strangeness.Discussion:The findings are discussed considering Løgstrup’s ethic of proximity, the ethical demand of trust, and interdependency. The ethical demand is an answer to a common, transparent, unspoken agreement to be met, seen, and understood.Conclusion:The study shows that cooperation in a multi-professional and multi-ethnic team is important, and secures the quality of care to persons with dementia. Further research is necessary to examine the relation between a multi-ethnic staff and the patients experiencing dementia. Further research is necessary to examine ethnicity, the relation between a multi-ethnic staff, the patients experiencing dementia and next of kin. (shrink)

How may human agents come to trust (sophisticated) artificial agents? At present, since the trust involved is non-normative, this would seem to be a slow process, depending on the outcomes of the transactions. Some more options may soon become available though. As debated in the literature, humans may meet (ro)bots as they are embedded in an institution. If they happen to trust the institution, they will also trust them to have tried out and tested the machines (...) in their back corridors; as a consequence, they approach the robots involved as being trustworthy (“zones of trust”). Properly speaking, users rely on the overall accountability of the institution. Besides this option we explore some novel ways for trust development: trust becomes normatively laden and thereby the mechanism of exclusive reliance on the normative force of trust (as-if trust) may come into play - the efficacy of which has already been proven for persons meeting face-to-face or over the Internet (virtual trust). For one thing, machines may evolve into moral machines, or machines skilled in the art of deception. While both developments might seem to facilitate proper trust and turn as-if trust into a feasible option, they are hardly to be taken seriously (while being science-fiction, immoral, or both). For another, the new trend in robotics is towards coactivity between human and machine operators in a team (away from making robots as autonomous as possible). Inside the team trust is a necessity for smooth operations. In support of this, humans in particular need to be able to develop and maintain accurate mental models of their machine counterparts. Nevertheless, the trust involved is bound to remain nonnormative. It is argued, though, that excellent opportunities exist to build relations of trust toward outside users who are pondering their reliance on the coactive team. The task of managing this trust has to be allotted to human operators of the team, who operate as linking pin between the outside world and the team. Since the robotic team has now been turned into an anthropomorphic team, users may well develop normative trust towards them; correspondingly, trusting the team in as-if fashion becomes feasible. (shrink)

This article explores the themes of trust and ethical conduct in social research, with particular attention to the trust that can develop between the members of a research team as well as between researchers and the researched. The authors draw upon a three-year empirical study of destinations and outcomes for young people excluded from alternative educational provision. They also make reference to a contemporary exposition of Aristotle's writing on friendship in order to explore two sets of relevant (...) distinctions that have a bearing upon our understanding of relationships that emerge in the context of social research projects. These distinctions are between impartiality and selectivity on the one hand, and between universality and particularity on the other. The authors attempt to demonstrate that these distinctions influence the development of trust and the conduct of ethical research, arguing that the latter is not synonymous with compliance to ethical guidelines. (shrink)

How may human agents come to trust artificial agents? At present, since the trust involved is non-normative, this would seem to be a slow process, depending on the outcomes of the transactions. Some more options may soon become available though. As debated in the literature, humans may meet bots as they are embedded in an institution. If they happen to trust the institution, they will also trust them to have tried out and tested the machines in (...) their back corridors; as a consequence, they approach the robots involved as being trustworthy. Properly speaking, users rely on the overall accountability of the institution. Besides this option we explore some novel ways for trust development: trust becomes normatively laden and thereby the mechanism of exclusive reliance on the normative force of trust may come into play - the efficacy of which has already been proven for persons meeting face-to-face or over the Internet. For one thing, machines may evolve into moral machines, or machines skilled in the art of deception. While both developments might seem to facilitate proper trust and turn as-if trust into a feasible option, they are hardly to be taken seriously. For another, the new trend in robotics is towards coactivity between human and machine operators in a team. Inside the team trust is a necessity for smooth operations. In support of this, humans in particular need to be able to develop and maintain accurate mental models of their machine counterparts. Nevertheless, the trust involved is bound to remain non-normative. It is argued, though, that excellent opportunities exist to build relations of trust toward outside users who are pondering their reliance on the coactive team. The task of managing this trust has to be allotted to human operators of the team, who operate as linking pin between the outside world and the team. Since the robotic team has now been turned into an anthropomorphic team, users may well develop normative trust towards them; correspondingly, trusting the team in as-if fashion becomes feasible. (shrink)

FOSTER J, CHIANG F, HILLARD RC, HALL P and HEATH A. Nursing Inquiry 2010; 17: 309–316 Team process in community‐based participatory research on maternity care in the Dominican RepublicA cross‐cultural team consisting of US trained academic midwife researchers, Dominican nurses, and Dominican community leaders have partnered in this international nursing and midwifery community‐based participatory research (CBPR) project in the Dominican Republic to understand the community experience with publicly funded maternity services. The purpose of the study was to understand (...) community perceptions of maternity services. This article highlights the activities that the research team carried out during each phase of the research process, and how they established team identity, team trust, and team efficacy. This research has created a platform for new avenues for health providers and community to partner to improve maternal‐newborn care. Community‐based participatory research is one way forward to address the past and present inequities constitutive of global health disparities. (shrink)

In the digital age, the global software development sector has been a forerunner in implementing new ways and configurations for remote teamwork using information and communication technologies on a widespread basis. Crises and technological advances have influenced each other to bring about changes in the ways of working. In the 70’s of the last century, in the middle of the so-called oil crisis, the concept of teleworking was defined using remote computer equipment to access office equipment and thus avoid moving (...) around using traditional vehicles. Then from the 90s, with the advent of communications and the widespread use of the Internet, the first virtual work teams were implemented in software development companies that already had some of the important characteristics needed to work in this way, such as, cultural diversity, characterized tasks, geographical distribution of members, communication, interdependence of tasks, leadership, cohesion, empowerment, confidence, virtuality. This manuscript groups the main factors into different models proposed by the literature and also analyzes the results of a study conducted in the midst of the Covid-19 crisis on 317 software development teams that had to work in virtual teams. The results of the quantitative methodology with structural equation modeling based on variance using the partial least squares route method are analyzed. The results of the research focus on some determinants that can directly affect the performance of the virtual team. A first determinant is communication in relation to the tasks. The second is trust in relation to leadership, empowerment and cohesion. The results of virtual teams provide information that can serve as a basis for future research lines for the implementation of virtual work strategies in post-pandemic work. (shrink)

The underrepresentation of females on corporate boards is an important ethical issue that raises serious concerns about gender equality in senior management teams. Relying on a large sample of public firms from the Chinese market, we examine how social trust affects female board representation. We find that female board representation has a positive and significant relation with social trust. The effect is more pronounced in regions with a higher male-to-female sex ratio at birth, lower levels of education, lower (...) GDP per capita, and in nonfamily firms. We also find that higher social trust is more likely to increase the number of non-independent female directors rather than independent ones. Further analyses show that increased female board representation is an important channel through which social trust improves corporate ESG ratings. Overall, our study suggests that social trust contributes positively to gender diversity in corporate management. (shrink)

Ultimate is a competitive team sport that is played, even at the highest level of competition, without external referees. The key to Ultimate as a self-refereed sport is the so-called ‘Spirit of the Game’. As this paper aims to show, the Spirit of the Game closely resembles Habermas’s theory of communicative action. This suggests that Habermas’s theory might be used to spell out the philosophical presuppositions of the Spirit of the Game. Most importantly, the requirements for players to serve (...) as referees of their own game specified in the ‘Rules of Ultimate’ turn out to be reformulation of the four validity claims of communicative action. Moreover, the Spirit of the Game can be interpreted as aiming towards facilitating real-life decision-making procedures that resemble as much as possible Habermas’s concept of an ideal speech situation. On the other hand, Ultimate might serve as a case study for exploring how Habermas’s idea of rational deliberation works in the practice of a competitive sporting environment. Most importantly, it makes manifest that self-refereeing is a trust-based system. This suggests that communicative rationality can only unfold its power—the unforced force of the better argument—within a context in which participants trust that everyone participates in good faith towards the common goal of finding the best decision. Hence, investigating the case of Ultimate allows us to draw broader conclusions about the requirements for rational deliberation to work in practice. (shrink)

Effective human–robot teaming increasingly requires humans to work with intelligent, autonomous machines. However, novel features of intelligent autonomous systems such as social agency and incomprehensibility may influence the human’s trust in the machine. The human operator’s mental model for machine functioning is critical for trust. People may consider an intelligent machine partner as either an advanced tool or as a human-like teammate. This article reports a study that explored the role of individual differences in the mental model in (...) a simulated environment. Multiple dispositional factors that may influence the dominant mental model were assessed. These included the Robot Threat Assessment, which measures the person’s propensity to apply tool and teammate models in security contexts. Participants were paired with an intelligent robot tasked with making threat assessments in an urban setting. A transparency manipulation was used to influence the dominant mental model. For half of the participants, threat assessment was described as physics-based ; the remainder received transparency information that described psychological cues. We expected that the physics-based transparency messages would guide the participant toward treating the robot as an advanced machine, while psychological messaging would encourage perceptions of the robot as acting like a human partner. We also manipulated situational danger cues present in the simulated environment. Participants rated their trust in the robot’s decision as well as threat and anxiety, for each of 24 urban scenes. They also completed the RoTA and additional individual-difference measures. Findings showed that trust assessments reflected the degree of congruence between the robot’s decision and situational danger cues, consistent with participants acting as Bayesian decision makers. Several scales, including the RoTA, were more predictive of trust when the robot was making psychology-based decisions, implying that trust reflected individual differences in the mental model of the robot as a teammate. These findings suggest scope for designing training that uncovers and mitigates the individual’s biases toward intelligent machines. (shrink)

This study examines how authentic leadership influences team performance via the mediating mechanism of team reflexivity. Adopting a self-regulatory perspective, we propose that authentic leadership will predict the specific team regulatory process of reflexivity, which in turn will be associated with two outcomes of team performance, effectiveness and productivity. Using survey data from 53 teams in three organizations in the United Kingdom and Greece and controlling for collective trust, we found support for our stated hypotheses (...) with the results indicating a significant fully mediated relationship. As predicted the self-regulatory behaviors inherent in the process of authentic leadership served to collectively shape team behavior, manifesting in the process of team reflexivity, which, in turn, positively predicted team performance. We conclude with a discussion of how this study extends theoretical understanding of authentic leadership in relation to teamwork and delineate several practical implications for leaders and organizations. (shrink)

Abstract Orthodox decision theory presupposes that agency is invested in individuals. An opposing literature allows team agency to be invested in teams whose members use distinctive modes of team reasoning. This paper offers a new conceptual framework, inspired by David Lewis's analysis of common reasons for belief, within which team reasoning can be represented. It shows how individuals can independently endorse a principle of team reasoning which prescribes acting as a team member conditional on assurance (...) that others have endorsed the same principle. It argues that there can be such assurance even when no individual has an obligation to act on team reasoning. *This paper originated in a lecture that I gave at a Colloquium on Collective Intentions at Erasmus University Rotterdam. I thank participants, and particularly Govert den Hartogh, for comments. The analysis presented in this paper is an offshoot of a larger project, which uses David Lewis's work as the starting point for a reconstruction of the foundations of game theory. That project is joint work with Robin Cubitt. The specific idea of using this approach to analyse team reasoning grew out of a discussion with Michael Bratman. My work was supported by the Leverhulme Trust. (shrink)

BackgroundThe use of a Community Advisory Board is one method of ensuring community engagement in community based research. To identify the process used to constitute CABs in Zambia, this paper draws on the perspectives of both research team members and CAB members from research groups who used CABs in Lusaka. Enabling and restricting factors impacting on the functioning of the CAB were identified.MethodsAll studies approved by the University of Zambia Bioethics Research Committee from 2008 – 2012 were reviewed to (...) identify those studies that were likely to include a CAB. Eight teams with studies that included a CAB were identified. For each of these studies, consent was obtained to conduct an informal interview with a research team member and to obtain contact details for one CAB member. In total 14 interviews were conducted with 8 research team members and 6 CAB members from 12–30 August 2013.ResultsIdentification of potential CAB members from the community and their participation in developing the terms of reference for CABs was perceived to have contributed to the success of the CAB. Due to the trust that the community had in members of their community the CABs were then in a stronger position to influence community participation in the research. Training of CAB members was identified as a factor that enhanced the functioning of a CAB. Lack of commitment and low literacy levels of CAB members posed a threat to the role of the CAB. Although compensation in the form of a stipend was not provided, CAB members were provided with transport reimbursements for attending meetings.ConclusionsSelection of CAB members from within the community contributed to community confidence in the CAB, enhancing its ability to act as an effective link between study team and community. This contributed positively to the conduct of the study and enhanced community awareness and acceptance of the research. However, establishment of study specific CABs has the potential to compromise CAB independence due to support provided by the research team in the form of transport reimbursements and other forms of support. Consideration should be given to establishing community wide Community Advisory Boards that could function across a range of studies to increase independent objective decision-making. (shrink)

Based on an empirical study of a research team in natural science, the author argues that collaborating scientists do not trust each other completely. Due to the inherent incompleteness of trust, epistemic trust among scientists is not sufficient to manage epistemic dependency in research teams. To mitigate the limitations of epistemic trust, scientists resort to specific strategies of indirect assessment such as dialoguing practices and the probing of explanatory responsiveness. Furthermore, they rely upon impersonal (...) class='Hi'>trust and deploy practices of hierarchical authorship. (shrink)

Accountability is of universal interest to the business ethics community, but the emphasis to date has been primarily at the level of the industry, organization, or key individuals. This paper unites concepts from relational and felt accountability and team dynamics to provide an initial explanatory framework that emphasizes the importance of social interactions to team accountability. We develop a measure of team accountability using participants in the USA and Europe and then use it to study a cohort (...) of 65 teams of Irish business students over three months as they complete a complex simulation. Our hypotheses test the origins of team accountability and its effects on subsequent team performance and attitudinal states. Results indicate that initial team accountability is strongly related to team trust, commitment, efficacy, and identifying with the team emotionally. In established teams, accountability increases effort and willingness to continue to collaborate but did not significantly improve task performance in this investigation. (shrink)

Over the past twenty years there has been a shift in medical law and practise to increasingly distrust the judgement of health professionals. An increasing number of codes of conduct, disciplinary bodies, ethics committees and bureaucratic policies now prescribe how health professional and health researchers should act and relate to their patients. The result of this, Mark Henaghan argues, has been to undermine trust and professional judgement in health professionals, while simultaneously failing to trust the patient to make (...) decisions about their care. This book will look at the issue of health professionals and trust comparatively in a number of countries including the USA, Canada, Australia, New Zealand and the UK. The book will show by historical analysis of legislation, case law, disciplinary proceedings reports, articles in medical and law journals and protocols produced by management teams in hospitals, how the shift from trust to lack of trust has happened. Drawing comparisons between situations where trust is respected such as in emergency situations, and where it is not for example routine decisions such as obtaining consent for an anaesthetic procedure, the book shows how this erosion of trust has the potential to dehumanise the special nature of the relationship between healthcare professionals and patients. The effect of this is that the practice of health care is turned into a mechanistic enterprise controlled by "management processes" rather than governed by trust and individual care and judgement. This book will be an invaluable resource for students and scholars of medical law and medical sociology, public policy-makers and a range of associated professionals, from health service managers to medical science and clinical researchers. (shrink)

Prior research has demonstrated that trust in robots and performance of robots are two important factors that influence human–autonomy teaming. However, other factors may influence users’ perceptions and use of autonomous systems, such as perceived intent of robots and decision authority of the robots. The current study experimentally examined participants’ trust in an autonomous security robot (ASR), perceived trustworthiness of the ASR, and desire to use an ASR that varied in levels of decision authority and benevolence. Participants (N (...) = 340) were recruited from Amazon Mechanical Turk. Results revealed the participants had increased trust in the ASR when the robot was described as having benevolent intent compared to self-protective intent. There were several interactions between decision authority and intent when predicting the trust process, showing that intent may matter the most when the robot has discretion on executing that intent. Participants stated a desire to use the ASR in a military context compared to a public context. Implications for this research demonstrate that as robots become more prevalent in jobs paired with humans, factors such as transparency provided for the robot's intent and its decision authority will influence users’ trust and trustworthiness. (shrink)

Prior research has demonstrated that trust in robots and performance of robots are two important factors that influence human–autonomy teaming. However, other factors may influence users’ perceptions and use of autonomous systems, such as perceived intent of robots and decision authority of the robots. The current study experimentally examined participants’ trust in an autonomous security robot (ASR), perceived trustworthiness of the ASR, and desire to use an ASR that varied in levels of decision authority and benevolence. Participants (N (...) = 340) were recruited from Amazon Mechanical Turk. Results revealed the participants had increased trust in the ASR when the robot was described as having benevolent intent compared to self-protective intent. There were several interactions between decision authority and intent when predicting the trust process, showing that intent may matter the most when the robot has discretion on executing that intent. Participants stated a desire to use the ASR in a military context compared to a public context. Implications for this research demonstrate that as robots become more prevalent in jobs paired with humans, factors such as transparency provided for the robot's intent and its decision authority will influence users’ trust and trustworthiness. (shrink)

This study empirically investigated the impact of ethical leadership on employee burnout, deviant behavior and task performance through two psychological mechanisms: developing higher levels of employee trust in leaders and demonstrating lower levels of surface acting toward their leaders. Our theoretical model was tested using data collected from employees of a pharmaceutical retail chain company. Analyses of multisource time-lagged data from 45 team leaders and 247 employees showed that employees’ trust in leaders and surface acting significantly mediated (...) the relationships between ethical leadership and employee burnout, deviant behavior and task performance. We discuss the theoretical and practical implications of our findings for understanding how ethical leaders influence employees’ attitudes and behavior. (shrink)

The emergence of the virtual network enterprise represents a dynamic response to the crisis of the vertical bureaucracy type of business organisation. However, its key performance criteria—interconnectedness and consistency—pose tremendous challenges as the completion of the distributed tasks of the network must be integrated across the barriers of missing face-to-face clues and cultural differences. The social integration of the virtual network involves the creation of identities of the participating nodes, the building of trust between them, and the sharing of (...) tacit and explicit knowledge among them. The conventional organisation already doing well in these areas seems to have an edge when going virtual. The paper argues that the whole question of management and control must be reconsidered due to the particular circumstances in the ‘Network Society’. The paper outlines a suggestion for an exploratory, socio-technical research approach combining the dimensions of context, subject and action with the twin objectives of contributing to the enhancement of collaborative capabilities in virtual teams as well as improving the insights into the nature of virtual work. (shrink)

This research paper explores the implications of emotional intelligence and the Big Five personality model on virtual team effectiveness. It illustrates how emotional intelligence and Big Five personality traits help team members better understand interpersonal relationships and develop constructive virtual teams. The widespread use of virtual team meetings for collaborative work over in-person interaction with diverse personalities creates discord and trust among team members, limiting overall productivity. A quantitative analysis approach is used, with hypotheses tested (...) and a series of multiple linear regression analyses performed on data collected from relevant industries using convenient sampling. The findings show that the Big Five personality affects the virtual team's trust and collaboration parameters. However, the relationship between personality traits and team effectiveness is mediated by emotional intelligence. Also, it is explored that having control over emotional intelligence or developing emotional intelligence would improve team performance while managing and working with a diverse group of people. (shrink)

From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers’ trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers’ trust in leaders became salient when followers’ Chinese traditionality was low. Moreover, followers’ trust in leaders mediated the effect (...) of differentiated empowering leadership and Chinese traditionality on followers’ in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership. (shrink)

Glenn Cohen, Holly Fernandez Lynch, and Christopher Deubert are right in their article “A Proposal to Address NFL Club Doctors’ Conflicts of Interest and to Promote Player Trust” that the problem with the medical care rendered to National Football League players is not that the doctors are bad, but that the system in which they provide care is structured badly. We saw some of the problems this system causes last season in what happened to Case Kenum, a quarterback for (...) the Los Angeles Rams who, despite having a possible concussion from a game injury, was allowed to continue to play, with a concussion spotter in the booth and coaches, teammates, seven game officials, and two full training staffs present. From my experience playing in the league from 1989 to 1999, I do not believe that you can eliminate the conflict of interest completely, but I think it can be limited to the point that it does not harm the player. As the structure is now, with the team paying the club doctor, it is impossible to put the players’ health and well-being before the team's on-field priorities. (shrink)

In emergency contexts, leaders’ ability to develop others’ trust in them is critical to leadership effectiveness. By integrating functional leadership and team process theories, we argue that democratic and autocratic leadership can create trust in the leader depending on the performance phase of the action team. We further argue that action and transition phases produce different task demands for leadership behavior to enhance trust in the leader, and different leader characteristics mediate these effects. The results (...) of a scenario experiment and field survey among firefighters revealed that autocratic rather than democratic leadership elevates trust in the leader during the action phase by increasing leader ability. In contrast, democratic rather than autocratic leadership enhances trust in the leader during the transition phase by elevating leader benevolence. These findings highlight the importance of leader characteristics in emergencies, demonstrating the value of mixing autocratic and democratic leadership behaviors across different team performance phases to build trust in the leader. (shrink)

Inter- and transdisciplinary research arise as necessary conditions to address societal problems. These collaborations, by definition, encompass experts from distinct domains, demanding an epistemic dependence between researchers. In such cases where, additionally, an epistemic asymmetry exists, this might then lead to tensions and enhance epistemic disagreements. How should scholars behave when in peer disagreement? On the one hand, in philosophical literature on the epistemology of disagreement, normative accounts about how one should respond when facing an epistemic disagreement are usually built (...) upon hypothetical scenarios that do not portray real-life disagreements in scientific settings. On the other hand, Science and Technology Studies (STS) research that deals with academic and scientific disagreement typically uses a descriptive, empirical approach. We argue that before a normative account of responses to disagreement is developed, we need to understand how academic disagreement actually takes place in real interdisciplinary scientific practice. In this chapter, we address a case of academic disagreement within an interdisciplinary research team in Brazil during their development of a framework for transdisciplinary collaboration. Data was collected with ethnographic tools, while the analytic perspective of the investigation is grounded on recent debates about research groups in social epistemology and in the epistemology of disagreement. We will show that an interplay between trust and disagreement is required for dealing with inter- and transdisciplinary research practices. We hold that shedding light on disagreements and communications between collaborators may improve the epistemic performance of collaborative research teams by refining the dynamics of inter- and transdisciplinary investigations. (shrink)

In the present study, we complement role congruity theory with insights from the Social Identity Model of Leadership. We propose that especially female leaders benefit from team prototypicality, i.e., being representative of the group they are leading. We assume that team prototypicality shifts the comparative frame away from higher-order categories like gender and leader roles to more concrete team-related properties and thereby reduces disadvantages for female leader that stem from the incongruity between the leader role and the (...) female gender role stereotypes. Further, this effect should affect both leaders themselves and their perception by their followers. Building on previous research, we predict, first, lower authentic leadership behavior for female than male leaders. Second, that team prototypicality positively relates to authentic leadership and trust in leader. Third, that team prototypicality has stronger relations to authentic leadership and trust in leader for female compared to male leaders. We tested assumptions in a randomized online experiment and a cross-sectional survey study. We did not find consistent support for the assumed gender differences in authentic leadership. But our results show that team prototypicality—both self-perceived and as perceived by employees —is related to more authentic leadership and more trust in leader and that these relations are stronger for female than for male leaders. Furthermore, we tested in Study 2 an extended model including follower’s job satisfaction as the final follower outcome affected via team prototypicality, leader gender, authentic leadership, and trust in leader. Thereby, we found that team prototypicality has direct and indirect effects on job satisfaction as carried through authentic leadership and trust in leader, respectively. Together, the results of both studies support our assumptions and show that female leaders can reduce role incongruity barriers through high team prototypicality. Implications for future research and practical implications of these results for gender equality are discussed. (shrink)

Selecting provincial leaders is a fraught task for authoritarian regimes. Although central authorities more readily trust provincial leaders with close ties to the center, such loyalists may lack the local knowledge and connections necessary to govern adeptly. Using an original data set on the tenures and backgrounds of China’s provincial party standing committee members, this article explores how Beijing fine-tunes provincial leadership teams to resolve this dilemma. The analysis challenges the conventional wisdom that Beijing exerts its tightest personnel control (...) in strategically important provinces. It shows that Beijing tolerates significant embeddedness of local leadership in provinces with complex governance challenges even when these provinces are important. Moreover, it finds that when the center reasserts control through appointments of loyalist personnel during times of crisis, it does so in a balanced manner. These calibrated personnel strategies highlight the extent to which authoritarian systems rely on local expertise and experience as well as top-down control. (shrink)

Orientation: This study investigated the influence of authentic leadership on employee flourishing while considering the potential mediating effect of trust in the organization and organizational support as underlying mechanisms in an uncertain setting.Research purpose: To examine the relationship between authentic leadership and employee flourishing by evaluating the indirect effect of organizational support and trust in the organization as potential mediators.Motivation for the study: An authentic leadership approach, organizational support, and trust in the organization may influence the flourishing (...) of employees in uncertain times. Increasing the comprehension of the possible interaction effect of organizational support and trust in the organization in the relationship between authentic leadership and employee flourishing may improve individual and organizational efficiency.Research approach/design and method: A quantitative, cross-sectional survey design was applied in this study. The sample comprised 314 employees in a noteworthy South African steel manufacturing entity. The Authentic Leadership Inventory, Workplace Trust Survey, Flourishing-at-Work Scale, and the Job Demands-Resources Scale were administered.Main findings: The findings of this study suggest that authentic leadership was a significant predictor of employee flourishing through organizational support and trust in the organization.Practical/managerial implications: This research illuminates the potential value-adding contribution of an authentic leadership style in promoting a trust-filled relationship between team members and their organization and the support they experience from their employer. Despite the prevailing precarious context, working under the mentioned conditions might result in the increased flourishing of employees.Contribution/value-add: The analyses of the mentioned relationships might assist businesses in optimizing the resources required to improve employee and organizational performance. Additionally, the exploration of organizational support in conjunction with organizational trust raises our understanding of the possible influence these elements can have in enhancing employee flourishing in the workplace. (shrink)

Transformational leadership impacts on project and organizational success are well established. However, many underlying factors that make TFL effective are still missing. Therefore, we formulated hypotheses and tested the mediating role of trust and job satisfaction in linking TFL to project success. A time-lagged methodology was used to collect quantitative data using a structured questionnaire from 326 project manager-team member dyads working in Pakistan’s public sector. Our results showed that TS, JS, and TFL significantly impacted project success. Moreover, (...) we found that TS and JS mediate the relationship between TFL and PS. These findings highlight the importance of trust and job satisfaction as mechanisms that translate TFL into the success of projects for organizations. (shrink)

This study examines the effects of leader emotional intelligence, leadership styles, organizational commitment, and trust on job performance. A questionnaire was administered to the participants, who were real estate brokers in Kaohsiung City. Of the 980 questionnaires administered, 348 valid responses were received, indicating an effective response rate of 35.5%. Structural equation modeling was used for the analysis. The results show that leader emotional intelligence has a significant and positive effect on trust in supervisors, and transformational leadership and (...) trust within a team have significant and positive effects on job performance. In addition, organizational commitment has a significant and positive effect on job performance. Trust within a team mediates the significant and positive effect of leader emotional intelligence on job performance. Although transactional leadership has no direct, positive, and significant effects on employee job performance, trust in the workplace shaped by a leader’s leadership style will empower a team’s spirit and boost their morale, thereby indirectly affecting their job performance in a positive manner. (shrink)

Developing a care plan in a critical care context can be challenging when the therapeutic alliance between clinicians and families is compromised by anger. When these cases occur, clinicians often turn to clinical ethics consultants to assist them with repairing this alliance before further damage can occur. This paper describes five different reasons family members may feel and express anger and offers concrete strategies for clinical ethics consultants to use when working with angry families acting as surrogate decision makers for (...) critical care patients. We reviewed records of consults using thematic analysis between January 2015 and June 2016. Each case was coded to identify whether the case involved a negative encounter with an angry family. In our review, we selected 11 cases with at least one of the following concerns or reasons for anger: perceived or actual medical error, concerns about the medical team’s competence, miscommunication, perceived conflict of interest or commitment, or loss of control. To successfully implement these strategies, clinical ethics consultants, members of the medical team, and family members should share responsibility for creating a mutually respectful relationship. (shrink)

Despite clear legislative and judicial support, a well established ethical consensus, and increased efforts at information dissemination and education, proxy decision making for incapacitated patients continues to produce moral muddle and poor resolutions in end-of-life care.In her analysis of the proxy-doctor relationship, Nancy Dubler spells out the institutionalized patterns that keep the promise of proxy directives so often unrealized. Facing medically complex care of an incapacitated patient, health care teams are apt to view the proxy as a potentially indecisive or (...) unrealistically demanding decision-maker, less a stand-in for the patient than an interloper whose improper, misguided, or self-interested decisions will work against the patient's best interests. So perceived, proxies are routinely relegated to the edges of care planning discussions, left relatively uninformed and unconsulted, and then suddenly thrust center stage to face decisions they find overwhelming. Confronting such decisions, proxies need support and compassion. What they often find is isolation and distrust, a web of professional and institutional practices that trammel their efforts to understand and execute their role. (shrink)

Professor Charles Foster1 argues that the recent decision by the Supreme Court2 on the process of making decisions about medical treatment in people who lack capacity due to a prolonged disorder of consciousness is fostering medical paternalism. He considers that the judgment shows ‘ deference to the guidelines of various organisations ’ and then that ‘ The guidance has effectively become a definitive statement of the relevant obligations,’ concluding that ‘ This usurps the function of the law.’ Healthcare teams make (...) all decisions concerning medical care provided; no-one else can. Both the clinicians themselves, and any guidance provided to them, must comply with the Mental Capacity Act 2005.3 Lady Black’s judgment makes clear that ‘ The basic protective structure is established by the MCA 2005 ’ and that the associated Code of Practice4 ‘ contains valuable guidance ’. She specifically highlights that the decision-maker must ensure that ‘ account has been taken of the patient’s previously expressed wishes and those of people close to him, as well as the opinions of other medical personnel. The MCA 2005 requires this to happen, and is reinforced by the professional guidance available to doctors.’ The Act says: ‘ He must consider, so far as is reasonably ascertainable— 1. the person’s past and present wishes and feelings (and, in …. (shrink)

Despite clear legislative and judicial support, a well established ethical consensus, and increased efforts at information dissemination and education, proxy decision making for incapacitated patients continues to produce moral muddle and poor resolutions in end-of-life care.In her analysis of the proxy-doctor relationship, Nancy Dubler spells out the institutionalized patterns that keep the promise of proxy directives so often unrealized. Facing medically complex care of an incapacitated patient, health care teams are apt to view the proxy as a potentially indecisive or (...) unrealistically demanding decision-maker, less a stand-in for the patient than an interloper whose improper, misguided, or self-interested decisions will work against the patient's best interests. So perceived, proxies are routinely relegated to the edges of care planning discussions, left relatively uninformed and unconsulted, and then suddenly thrust center stage to face decisions they find overwhelming. Confronting such decisions, proxies need support and compassion. What they often find is isolation and distrust, a web of professional and institutional practices that trammel their efforts to understand and execute their role. (shrink)

First published in 1987. Routledge is an imprint of Taylor & Francis, an informa company.

The emergence of modern science is a history of disentanglement, as science detached itself first from religion and then from philosophy. Jennifer Trusted in Physics and Metaphysics argues that science -- in its haste to tear itself from its historical links -- has neglected the various roles religious and philosophical ideas have actually played and continue to play in scientific thinking. This book seeks to redress the balance by exploring how metaphysical beliefs have functioned in the history of scientific inquiry (...) and discovery. By examining the history of science from the eleventh century to the present, this book shows how religious and mystical beliefs, as well as philosophical speculation, have had a considerable role in motivating scientists and inspiring scientific inquiry. Physics and Metaphysics presupposes no technical knowledge of either philosophy or science, and as such it is an ideal introduction to science and the importantforces that have shaped its history and ideas. (shrink)

Jennifer Trusted's new book argues that metaphysical beliefs are essential for scientific inquiry. The theories, presuppositions and beliefs that neither science nor everyday experience can justify are the realm of metaphysics, literally `beyond physics'. These basic beliefs form a framework for our activities and can be discovered in science, common sense and religion. By examining the history of science from the eleventh century to the present, this book shows how religious and mystical beliefs, as well as philosophical speculation have had (...) a considerable role in motivating scientists and inspiring scientific inquiry. _Physics and Metaphysics_ presupposes no technical knowledge of either philosophy or science. It is an ideal introduction to science and the important forces that have shaped its history and ideas. (shrink)

This book was written for those who have a general interest in how the concepts of personal freedom and determinism affect their daily lives and their dealings with other people.

Jennifer Trusted's new book argues that metaphysical beliefs are essential for scientific inquiry. The theories, presuppositions and beliefs that neither science nor everyday experience can justify are the realm of metaphysics, literally `beyond physics'. These basic beliefs form a framework for our activities and can be discovered in science, common sense and religion. By examining the history of science from the eleventh century to the present, this book shows how religious and mystical beliefs, as well as philosophical speculation have had (...) a considerable role in motivating scientists and inspiring scientific inquiry. _Physics and Metaphysics_ presupposes no technical knowledge of either philosophy or science. It is an ideal introduction to science and the important forces that have shaped its history and ideas. (shrink)