Trust, Distrust and Confidence in B2B Relationships

Author(s): Lisa K. Scheer

Excerpt from the Handbook of Business-to-Business Marketing (Edited by Gary L. Lilien, Distinguished Research Professor of Management Science, The Pennsylvania State University and Rajdeep Grewal, Kenan-Flagler Business School, University of North Carolina, US). Complete book available at https://www.e-elgar.com/shop/handbook-of-business-to-business-marketing.

Trust is central in B2B relationships. It increases the 'ability to adapt to unforeseen problems in ways that are difficult to achieve through arm’s-length ties' (Uzzi 1996, p. 678) and is the foundation for greater commitment and performance. Meta-analysis reveals that the ‘effect of trust on satisfaction and long-term orientation is even substantially larger than the direct effect of economic outcomes’ (Geyskens et al. 1998, p. 242). However, ‘while the effects of trust on attitudes and perceptions have been . . . fairly consistent and positive, its effects on behavior and performance’ have been weaker (Langfred 2004, p. 385). Although trust has been theorized to improve performance, its actual effect is questionable (Atuahene-Gima and Li 2002; Gundlach and Cannon 2010). Why does trust not consistently generate more favorable performance? Is this due to confusion about what trust is?
child hand in a parent's hand

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