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This article discusses the facets of trust within interpersonal relationships and the processes by which trust relationships emerge and evolve over time. A 1996 study identified three distinct dimensions of trust: calculus-based (CBT), knowledge-based (KBT), and identification-based (IBT). Since the study, however, there has been little empirical work to test the claims of the theory or to explore more fully its practical implications. Three studies of the theory show strong support for a new multidimensional measure of trust suitable for testing the theory of trust development.

Our expectations of others lie at the heart of our interpersonal relationships. They shape our willingness to take risks in our relationships because they enable us to anticipate how others will behave in the future. We are more willing to take those risks when we hold confident positive expectations of others, that is, when we trust others. However, our positive expectations of others are not always fulfilled. Relationships may, instead, 'break bad': our belief that others are well-intentioned may be challenged by expectancy violating actions, casting doubt over their likely future behavior. The four papers in this symposium explore what happens when relationships "break bad", that is, when others fail to meet our positive expectations. These papers analyze the relationships between expectancy violations, trustworthiness and future behavior, and expand our understanding of how and when apologies might repair relationships. Each paper offers new theoretical perspectives, deepening our understanding of trust violation and trust repair. Together, they trace the reciprocal relationship between trust and expectancy violation and offer insight into strategies for recovering broken relationships. [ABSTRACT FROM AUTHOR]

This panel brings together recently retired academics at different stages of evolving a pattern in their retirement careers. They will deal with questions of why they chose to retire, what they anticipated it would be like, how it has turned out, and what issues or concerns they have encountered. It is meant to be informal, with each presenter talking briefly and then joining audience groups for more intense discussion and questions. [ABSTRACT FROM AUTHOR]

While the study of trust is an enduring area of research, a nascent but growing body of work has focused on organizational distrust. This symposium is aimed at advancing research by encouraging discussion on the relationship between trust and distrust in organizations. The symposium is composed of four studies of organizational distrust (one theoretical and three empirical) that examine key conceptual and empirical challenges across a range of contexts, levels of analysis, and research methods. Discussant Roy Lewicki will integrate the papers, comment on the state of the research on organizational distrust, and propose directions for future research. Organizational Distrust: Conceptual Foundations and Empirical Approaches. Presenter: Shiau-Ling Guo; Purdue U., West Lafayette. Presenter: Fabrice Lumineau; Purdue U. Disentangling the Role of the Law in Providing a Context to Repair Interorganizational Trust. Presenter: Mohamed-Hedi Charki; EDHEC Business School. Presenter: Nabila Boukef Charki; U. of Paris Dauphine. Exploring Distrust - A Study in the Current Turmoil of the British Public Sector. Presenter: Rosalind H. Searle; Coventry Business School. Presenter: Antoinette Weibel; Konstanz U. Presenter: Ann-Marie Nienaber; Coventry Business School. Presenter: Alison Legood; Coventry Business School. Distrust and Trust in Organizations: A Critical Reexamination. Presenter: Sim B. Sitkin; Duke U. Presenter: James Denton Emery; Duke U. [ABSTRACT FROM AUTHOR]

The article presents abstracts on topics related to management including the role of organizational learning in capability development, the opportunities and challenges presented by strategic management, and the private and public efforts to deploy renewable energy.

The article presents a guide to the annual meeting of the Academy of Management in San Antonio, Texas, from August 12 to 16, 2011. It offers information on the papers to be presented at the meeting including one by Ryan Fehr of the University of Washington on how organizations can benefit from a culture of forgiveness and one by Lukas B. Neville of the Queen's School of Business on the impact of discipline and observed forgiveness on team perceptions and team forgiveness. The highlights of the academy program, the conference program and the session details are also presented.

A cover design by Stephanie Harden is presented, featuring a photograph of a sculpture.

The article presents abstracts on management topics which include hidden conflicts in organizations, market formation and international management.

This article examines the pursuit of commercial success through the internalization of social good in subsistence markets. Using a study which employs case studies and qualitative research, the authors argue that corporations should internalized social good so that they can succeed in subsistence markets. Micro and macro level rationale is employed to illustrate that societal welfare and customer concerns should be shifted to the focus of strategic planning and should then permeate business processes and functions.

Information about several papers discussed at the annual Academy of Management (AOM)conference on the connections between organizational knowledge, managerial action and the global economy is presented. Topics include the organization of news rooms, methods of workplace reform, and how managerial knowledge can positively impact global change. The conference featured several management theorists and organizers including AOM President Thomas G. Cummings, President-Elect Ken G. Smith, and Vice President Thomas W. Lee.

Abstracts are presented related to the topic of conflict management. They include "The Legacy of Pioneering as Sensemaking Work: A Case of MNC in an Endemic Organizational Conflict," "Faultline Token-Splits: Effects on Conflict and Performance," and "Misperceptions of Disagreement in Intergroup Contexts and Their Consequences."

Abstracts are presented on papers relating to the topic of conflict management. They include "Emotions in Organizations: Conflicts, Consistency & Controversy," "Reversals of Fortune: The Downsides of Power, Information and Trust in DYADIC Negotiations," and "Status and Power in Groups: Effects on Conflict and Performance."

This article presents a collection of abstracts based on manuscripts discussed at an all academy symposium. The articles include "Hurricane Katrina and the Public Concern: Organizational Precursors, Responses, and Lessons Learned," by Laquita C. Blockson, "How Can the AOM Help Transform Knowledge to Action in the Public Domain? by Sara L. Rynes, and "Developeing Responsible Leadership & Action for the Knowledge Economy and the Rest of the World," by Sandra Waddock and Joseph W. Weiss.

The article presents a section of abstracts on "All Academy Symposium" conferences. They include "The Future of Diversity Research: Applying Ourselves to New Challenges for the 21st Century," chaired by Joy E. Beatty; "The International Outsourcing of Services: Research and Managerial Issues;" and "Aohe Pau Ka Ike I Kau Halau: What We Can Learn From Hawaiian Hula," organized by Martin L. Martens.

This section presents several abstracts of conference symposiums which addressed various issues surrounding conflict management, including discussions of the complex nature and relationships among related components of the deviance construct, advances in justice climate research, knowledge acquisition and integration within groups in the micro-processes of organizational learning, and the role of status in organizational justice and the negative affect in negotiation.

This section presents several conference symposia abstracts on conflict management. Denials, Deception, Apologies, and Actions: The Mechanics of Restoring Trust, facilitated by Maurice Schweitzer, explores the mechanics of repairing trust. In this symposium, the results from laboratory and field settings are reported and insight into the role of communication and actions play in restoring trust is offered. The symposium Justice for All? The Dark, The Gray and the Bright Sides of the Social Workplace, introduces fresh perspectives on social-organizational justice via a collection of six studies. The first two papers address the dark side of social workplace. They present research on aversive interpersonal workplace experiences and demonstrate how these experiences can harm individual employees. In the symposium entitled Organizational Justice: Views from the Cutting Edge, five of the field's leaders are invited to share their ideas about organizational justice and of its founders to offer commentary. Russell Cropanzano will outline a conceptualization that links justice to behavioral responses through the mechanics of discrete emotions. Robert Folger describes his research showing that people react emotionally to injustices that have no impact on themselves.

This section presents abstracts of several studies related to organizational behavior. Herminia Ibarra and colleagues explored transition processes that involve identity transformation and are mediated or moderated by social networks. Michael A. Hogg considered the nature and influence of social identity processes on organizational democracy, given the changing nature of organizations in the global economy. Scott Sonenshein and Gretchen Spreitzer explored the theoretical possibility of expanding deviance to include positive, prosocial or constructive behaviors. Maurice Schweitzer explored the mechanics of repairing trust. Blake E. Ashforth and colleagues examined how various social entities are affected by and manage boundaries. Danielle Cooper and colleagues explained why and how individuals are motivated to display emotion. Jeffrey Miles and Peg Thoms highlighted the developments in teaching leadership ethics. Teresa M. Amabile focused on the attributes or sources of individuals, teams, organizational and national cultures that facilitate innovation and adaptation to change. Michelle Amy Marks and colleagues examined the development of team processes and team trust over time.

This article presents abstracts of various articles including "Affective Reactions to Trust Violations: A Social Identity Theory Perspective," by Roderick M. Kramer, "The Paradoxial Effects of Prior Trust on Reactions to Broken Promises," by Sandra L. Robinson and "Building Trust in the Face of Hostility," by Darryl J. Stickel.