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Restoring Trust in Organizations and LeadersEnduring Challenges and Emerging Answers$
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Roderick M. Kramer and Todd L. Pittinsky

Print publication date: 2012

Print ISBN-13: 9780199756087

Published to Oxford Scholarship Online: May 2012

DOI: 10.1093/acprof:oso/9780199756087.001.0001

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How Victims’ Motives Influence the Effect of Apologies

How Victims’ Motives Influence the Effect of Apologies

A Motivated Trust-Repair Model

Chapter:
(p.241) 11 How Victims’ Motives Influence the Effect of Apologies
Source:
Restoring Trust in Organizations and Leaders
Author(s):

David De Cremer

Pieter Desmet

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199756087.003.0012

Recent events around the world, especially in the financial sector and with respect to government performance, have severely undermined people’s trust in both private organizations and public institutions. In no small measure, these substantial and enduring declines in trust reflect widespread disenchantment with the leadership of such organizations and institutions. In recognition of this pervasive problem, policymakers and scholars alike have argued the need to restore trust in our organizations and their leadership. But precisely how to restore trust is less evident and often unspecified in these exhortations. The present volume addresses this important and timely issue by assessing the state of social science theory and evidence regarding effective trust repair. The volume presents multidisciplinary perspectives, including insights from social psychology, organizational theory, and behavioral decision theory. The first part of the volume examines some of the reasons why trust and its restoration are problematic from a variety of perspectives. The second part of the volume examines constructive approaches for restoring trust, including psychological and structural perspectives.

Keywords:   trust, confidence, distrust, suspicion, social capital, leadership, governance

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