This paper examines the effect of being trusted (i.e., trustee’s, not trustor’s perspective) on individual task- and proactive performance. In particular, we develop a theory of trust networks, which refers to the whole sum of trust relationships around an individual (trustee). Beyond dyadic-level trust relationships, we shed a new light on individuals’ centrality in two dimensions of trust networks, cognitive-trust centrality (CT) and affective-trust centrality (AT), and examine the joint effects of the two types of trust centrality on employee performance. Drawing on social network theory and conservation of resources (COR) theory, we argue that a central position in trust networks is a double-edged sword for individual performance. Using two-wave survey data from 122 employees in Korea, we found the differential positive effects of trust centrality, which means that different performances require different trusts. Further, we also found the joint effects of two trust relationships. Specifically, individual performance is higher when two types of trust centrality are incongruent (high CT-low AT or low CT-high AT) than when two types of trust centrality are congruent (high CT-high AT or low CT-low AT). We discuss the theoretical and practical implications of these findings.
|Original language||American English|
|State||Published - 11 Aug 2020|
|Event||Academy of Management (AOM) Annual Meeting - , United States|
Duration: 7 Aug 2020 → 11 Aug 2020
|Conference||Academy of Management (AOM) Annual Meeting|
|Period||7/08/20 → 11/08/20|