We demonstrate that implicit beliefs influence trust. In an experiment, we induced one of two types of implicit beliefs: entity beliefs about negotiation ability (a belief that negotiation ability is fixed over time), and incremental beliefs about negotiation ability (a belief that negotiation...

Philosophers, psychologists, and economists have long asserted that deception harms trust. We challenge this claim. We break new ground by demonstrating that some types of deception increase trust. Across five studies, we demonstrate that prosocial lying increases both behavioral and attitudinal...

Individuals who accuse others of unethical behavior can derive significant benefits. Compared to individuals who do not make accusations, accusers engender greater trust and are perceived to have higher ethical standards. We found this to be true even when the accuser had a conflict of interest...

Trust is critical for our cooperation and effective working relationships, but trust also enables exploitation and unethical behavior. Prior trust research has disproportionately focused on the benefits of trust, even though some of the most egregious unethical behaviors occur because of...

For organizations to be effective, their employees need to rely upon each other even when they do not trust each other. One tool managers can use to promote trust-like behavior is monitoring. In this article we report results from a laboratory study that describes the relationship between...

Trust is critical for effective management, yet trust violations in organizations are common. Prior work has often assumed trust to be fragile - easily broken and difficult to repair. We investigate this proposition and find that trust harmed by untrustworthy behavior can be effectively...