Publication Type

Book Chapter

Version

acceptedVersion

Publication Date

1-2010

Abstract

This chapter examines the dimensions of inter-organizational and interpersonal trust as they are manifested in the consultant–client interaction, viewed within the ‘cultural spheres’ framework (Schneider and Barsoux, 2003). The chapter argues that the alignment or misalignment of culture(s) helps foster or hinder the presence of trust in the consultant–client relationship. We support our argument by demonstrating how culture becomes an important informative resource from which consultants and clients manage their expectations and risk taking. In inter-organizational contexts, trust is developed through artifacts and formal procedures that are shared by both parties. In interpersonal contexts, trust is developed through the mutual sharing of cultural values, as manifested in the interpersonal qualities of integrity and benevolence. Cultural values are not necessarily part of the parent consulting firm but can be unique to the people working in partnership on a project. Examples of behavioural cultural values include forms of communication, constructive criticism, displays of ability, benevolence and integrity and an unhesitating voicing of opinions that can lead to a realignment of attitudes, feelings, motives and objectives.

Keywords

Trust, interpersonal trust, consultants

Discipline

Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Organisational trust: A cultural perspective

Editor

M. Saunders, D. Skinner, N. Gillespie, G. Dietz, and R, Lewicki

First Page

129

Last Page

155

ISBN

9780521492911

Identifier

10.1017/CBO9780511763106.006

Publisher

Cambridge University Press

City or Country

Cambridge

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1017/CBO9780511763106.006

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