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Human Relations
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The relationship between trust, attachment, and antisocial work behaviors

Stefan Thau

London Business School, sthau{at}london.edu

Craig Crossley

University of Nebraska – Lincoln, craigdc{at}bgnet.bgsu.edu

Rebecca J. Bennett

Louisiana Tech University, rbennett{at}latech.edu

Sabine Sczesny

University of Bern, Switzerland, sabine.sczesny{at}psy.unibe.ch

Three studies tested hypotheses derived from an integrative social exchange — attachment model suggesting that employees' trust in an organization or its authorities predicts antisocial work behaviors, which should be mediated by the extent to which employees feel attached to the organization and/or its members. Study 1 showed that perceptions of workgroup cohesion mediate the relationship between trust in senior management and antisocial work behaviors. Study 2 suggested that intentions to stay with the organization mediate the relationship between trust in supervisor and antisocial work behaviors. Study 3 found that the relationship between trust in organization and antisocial work behaviors was partially mediated by perceptions of workgroup cohesion. In sum, results provide converging evidence that trust relates to antisocial behaviors indirectly, through feelings of attachment to the organization and its members.

Key Words: antisocial work behaviors • interdependence • social bonding • social exchange • trust

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Human Relations, Vol. 60, No. 8, 1155-1179 (2007)
DOI: 10.1177/0018726707081658
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