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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JANURAY 2011
VOL 2, NO 9
6.1. Disposition to Trust from the Trustors
As for the trustor, the extent to which one is willing to trust others is affected by propensity to
trust. It demonstrates a consistent tendency to be willing to depend on others across a broad
spectrum of situations. There exist two types of disposition to trust: (1) faith in humanity and
(2) trusting stance. Disposition-related trust had a statistically significant effect on people‘s
trust. The initial trust to new partners is activated by firm‘s propensity.
6.2. Trustworthiness of the trustees
Trust also arises from one‘s cognitive assessment of the attributes associated with the trustees,
or the trustee‘s trustworthiness. This character is thought determined by history transactions,
as well as the perception of trustees based on reputation, bids and organizational structure.
There are two main components of trustworthiness, which allow the trustor to dynamically
form an opinion about another entity. The first is ability. Previous research on firm‘s
reliability has commonly focused on their core competency. The other is perceptibility of
behaviours, which can be found in interpersonal trust as sincerity and benevolence, the above
statement are adopt from following outhors: McKnight, Cummings, & Chervany, 1998;
Meyerson & Kramer, 1996; McKnight et al., 1998 ; Lewicki & Bunker, 1995.
6.3. Obligation in the Surroundings
Trust requires certain conditions to be met to appear and develop. First, the institution enables
one to believe that the individuals in the situation are trustworthy. The institutions in the
situation reflect the actions of the people involved, which involve a properly ordered setting
that appears likely to facilitate a successful interaction. Therefore, beliefs about the
institutions will help form faith about partners. Second, the prediction of behaviours is
possible primarily through the exchange of task-related information. In short, Costa (2003)
said that high interdependence makes it increasingly dangerous for partners to engage in
opportunistic behaviour or negative tactics. Therefore, working in high interdependent task
partners is more motivated to build trust ( Zhang Wei & et al, 2008 :1586-1588).
Realizability
Ability
Willingness
SURROUNDINGS
Dependence
TRUSTEE‟s
Trustworthiness
Persistence
Will do
Figure 5: The Triple Framework of Inter-Organizational Trust.
Source: Z. Wei et al., 2008, p. 1587
Disposition
to trust
Trustor
TRUSTOR
Inter-
Organizational
Trust
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