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By Zied H.A.

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It is not based on demand but on reciprocity. One does not need to demand appropriate information on potential or imminent problems and their true causes because that is already offered. Second, it tends to be less codified and explicit and more tacit and implicit. Third, its conditions for delivery not being specified, it is more flexible, geared to unanticipated contingencies and therefore it is more robust under uncertainty. That is a great advantage, because in formal control such contingencies would generally be impossible to specify completely.

And A. van de Ven (1992), ‘Structuring cooperative relationships between organizations’, Strategic Management Journal, 13, 483–98. Rosch, E. (1977), ‘Human categorization’, in N. 1, New York: Academic Press. Sako, M. ’, in C. Lane and R. Bachmann (eds), Trust Within and Between Organizations, Oxford: Oxford University Press, pp. 88–117. P. (1987), ‘The social control of impersonal trust’, American Journal of Sociology, 93, 623–58. Simmel, G. H. ), The Sociology of George Simmel, New York: Free Press.

STAGES OF DEVELOPMENT The central question now is how process-based trust works. Earlier (Nooteboom, 2002; see also Chapter 1), we proposed that trustworthiness is subject to limits and that trust operates within limits of tolerance. In the process of trust these limits are set and revised in the light of experience and as a result of psychological processes, in interaction with other people. This is subject to psychological heuristics of decision making, as discussed before. The limits of trust and trustworthiness are different with respect to different people; for a given partner, they vary with aspects of behaviour (competence, dedication, benevolence, honesty) and for each aspect they vary with conditions.

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