Swift trust is a form of trust occurring in temporary organizational structures, which can include quick starting groups or teams. It was first explored by Debra Meyerson and colleagues in 1996. In swift trust theory, a group or team assumes trust initially, and later verifies and adjusts trust beliefs accordingly. Traditionally, trust has been examined in the context of long-term relationships. The establishment of trust has been thought to rely largely on the history of a group and the interactions between members. This traditional view of trust generally assumes that trust builds over time. However, this view is becoming problematic with the increase in globalization, change in technologies, and an increased reliance on temporary teams by organizations. Meyerson et al. propose that swift trust provides the necessary, initial, cognitive confidence for a temporary team to interact as if trust were present. However, swift trust requires an individual to verify that a team can manage vulnerabilities and expectations.
Trust in teams Researchers study trust at the group or team level because of trust's relationship to overall group performance. High levels of trust are related to increased positive attitudes toward the organization, increased attitudinal commitment to the group, and team satisfaction. Trust is also related to higher levels of autonomy in the team. Therefore, it is interesting that groups that are short lived, and do not experience traditional forms of trust building, are still able to experience the benefits of trust within the group.
Conventional models of trust The trust literature distinguishes two antecedents of trust: trustworthiness and trust propensity. Trustworthiness is the ability, benevolence, and integrity of a trustee, and trust propensity is a dispositional willingness to rely on others. Traditional forms of trust formation center on the "unique effects of ability, benevolence, and integrity on trust; the mediating role of trust in explaining the relationships between trustworthiness, trust propensity, and behavioral outcomes" (p. 917). There are three dimensions of trustworthiness that have significant, unique relationships with trust (ability, benevolence, and integrity). These trustworthiness dimensions reflect both cognition-based and affect-based sources of trust. Of course, trust often still requires a leap beyond the expectations that ability, benevolence, and integrity can create. Trust propensity may then play a role in driving that leap. This categorization of antecedents of trust is partially relevant, but not a sufficient explanation for the formation of swift trust. Situations that arise that would require a form of swift trust may be unable to foster the antecedents necessary for traditional trust formation. Integrity and ability would not have adequate time to establish themselves in a swift starting group setting. However, benevolence as an antecedent may be helpful in the explanation of swift trust in that it is a more affective acknowledgment of mutual concern inherent in the relationship. Additionally, higher levels of trust propensity might foster greater levels of trust in a situation that would require swift trust.
Conventional models of time-dependent trust Deterrence-based trust occurs when an individual fears punishment; as a result, the individual holds true to his or her responsibilities. In knowledge-based trust, some knowledge is known of the trustee and this allows the trustor to understand and predict the trustee's actions. Identification-based trust allows for one member to act as an agent for another member because they identify with each other based on their common goals and shared values. There is also an institutional, or impersonal, form of trust, which, according to Luhmann (1979), is based on the norms of an institution rather than emotional bonds or past history between members. For example, institutional trust is what allows seeming strangers to engage in contracts, due to the faith in the legal system. However, both the interpersonal and impersonal forms of trust assume that the relationship will have some longevity. Benefits that a team gains from being trustful tend to be long term, and conversely, the benefits of acting in an untrustful manner are generally short term. Because both the impersonal and interpersonal forms for trust assume some sort of longevity, swift trust addresses the ability of a temporary team to form and maintain high levels of trust.
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