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","Doctor of Philosophy (Ph.D.)","College of Sciences","Psychology","Psychology; Industrial and Organizational Psychology"]},{"key":"dc:description.abstract","label":"Abstract","values":["Trust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer & Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, & Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive understanding of trust at the team-level can be developed. Beyond this basic understanding, research is needed to explore the nature of trust in teams comprised of diverse members, as multi-national, multi-cultural, and interdisciplinary teams are increasingly characterizing the modern landscape. Thus, this article uses meta-analytic techniques to examine the extent to which mutual trust can serve as an underlying mechanism that drives the diversity-team performance relationship. First, surface-level and deep-level diversity characteristics varied in their impact on trust. Value diversity emerged as the most detrimental, along with the moderating effect of time. Second, 95 independent samples comprising 5,721 teams emphasized the importance of trust to team performance with a moderate and positive relationship. Third, mediation analyses answered recent calls (e.g., van Knippenberg & Schippers, 2007) to examine underlying mechanisms that can explain the diversity-outcomes relationship. This showed age, gender, value, and function diversity to be related to performance through mutual trust. Furthermore, this study explores whether contextual (e.g., team distribution) as well as measurement (e.g., referent) issues pose systematic differences in the diversity-trust and trust-performance relationships. Surprisingly, the construct of trust at the team-level proved to be generalizable across a number of unique conditions. In addition to this extensive quantitative review, implications and future research are discussed."]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Can mutual trust explain the diversity-performance relationship? A meta-analysis"]}]}],"canonical_facts":{"dc:contributor":["Salas, Eduardo"],"dc:creator":["Feitosa, Pereira Jennifer"],"dc:description":["If this is your thesis or dissertation, and want to learn how to access it or for more information about readership statistics, contact us at STARS@ucf.edu
","Doctor of Philosophy (Ph.D.)","College of Sciences","Psychology","Psychology; Industrial and Organizational Psychology"],"dc:description.abstract":["Trust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer & Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, & Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive understanding of trust at the team-level can be developed. Beyond this basic understanding, research is needed to explore the nature of trust in teams comprised of diverse members, as multi-national, multi-cultural, and interdisciplinary teams are increasingly characterizing the modern landscape. Thus, this article uses meta-analytic techniques to examine the extent to which mutual trust can serve as an underlying mechanism that drives the diversity-team performance relationship. First, surface-level and deep-level diversity characteristics varied in their impact on trust. Value diversity emerged as the most detrimental, along with the moderating effect of time. Second, 95 independent samples comprising 5,721 teams emphasized the importance of trust to team performance with a moderate and positive relationship. Third, mediation analyses answered recent calls (e.g., van Knippenberg & Schippers, 2007) to examine underlying mechanisms that can explain the diversity-outcomes relationship. This showed age, gender, value, and function diversity to be related to performance through mutual trust. Furthermore, this study explores whether contextual (e.g., team distribution) as well as measurement (e.g., referent) issues pose systematic differences in the diversity-trust and trust-performance relationships. Surprisingly, the construct of trust at the team-level proved to be generalizable across a number of unique conditions. In addition to this extensive quantitative review, implications and future research are discussed."],"dc:format":["application/pdf"],"dc:identifier":["CFE0005792"],"dc:identifier.uri":["https://stars.library.ucf.edu/etd/1214"],"dc:language":["English"],"dc:subject":["Trust; teams; diversity; team performance; diverse teams","Industrial and Organizational Psychology","Psychology","Dissertations, Academic -- Sciences; Sciences -- Dissertations, Academic"],"dc:title":["Can mutual trust explain the diversity-performance relationship? A meta-analysis"],"dc:type":["Doctoral Dissertation (Open Access)"]},"updated_at":"2026-07-24T05:09:59Z"}