Research
We connect qualitative research, innovation, and entrepreneurship
INQUIRE supports qualitative researchers from across Gies Business, with a special emphasis on studies of innovation and entrepreneurship. Qualitative methods are well suited for entrepreneurship and innovation because processes are often characterized by ambiguity and dynamism. Ideas evolve rapidly, individual participants come and go frequently, and much of the “action” is not captured in any formal records. Qualitative research approaches like case studies and ethnography can capture such complex, fleeting phenomena.
Working Papers
Are people good at deciphering whether or not they should trust someone?
Research by CTS Director Oliver Schilke suggests:
It depends. "Trust accuracy"—neither misplacing one's trust nor refrain from trusting when doing so would have been beneficial—is highly situation-dependent. People are significantly better at assessing a counterpart's trustworthiness when they had a chance to meet this person face-to-face, even if that meeting was only extremely brief. Visual clues allow us to put ourselves in our partner's perspective and assess whether or not they will be trustworthy. Phone calls, in contrast, are less helpful in this regard. Read more here.
Who is more trustworthy—the rich or the poor?
Research by CTS Board Member Diego Gambetta suggests:
It’s a bit complicated. Holding constant past income, current income increases trustworthiness. In contrast, holding constant current income, past income reduces trustworthiness. Another way to think about it is that trustworthiness rises when people were able to increase their wealth, but declining wealth makes people less trustworthy. Past income appears to set a a strong reference point that shapes costly pro-social behaviors, such as being trustworthy even in interactions with strangers. Read more here.
What determines our trust in the government (or lack thereof)?
Research by CTS Board Member Roger Mayer suggests:
Perceptions of the government's ability, benevolence and integrity. Taken together, these three factors are highly predictive of political trust, which is so central to the functioning of our democracy. But we only trust our government when we believe it is capable of doing its job, cares about people like us and adheres to an acceptable set of values. Read more here.
Should you avoid trusting your rivals?
Research by CTS Board Member Ed Zajac suggests:
No, competition does not preclude cooperation. In today’s interconnected economy, it has become almost a requirement for firms to place trust and work with their competitors in order to learn from them, innovate together and become more efficient. Firms are well-advised to maintain a healthy balance between competition and cooperation in their inter-organizational relationships. Read more here.
Is trust always a good thing?
Research by CTS Board Member Fabrice Lumineau suggests:
Not necessarily. Although the positive consequences of trust for a plethora of desirable outcomes are well-documented, they are not universal, since high levels of trust may also come with potentially detrimental side effects. High trust may lead us to become overconfident and to forget our due diligence. It may drive out objectivity and reduce our flexibility. Therefore, it is critical to consider both the upsides and the downsides of being a high trustor. Read more here.
Publications
Are people good at deciphering whether or not they should trust someone?
Research by CTS Director Oliver Schilke suggests:
It depends. "Trust accuracy"—neither misplacing one's trust nor refrain from trusting when doing so would have been beneficial—is highly situation-dependent. People are significantly better at assessing a counterpart's trustworthiness when they had a chance to meet this person face-to-face, even if that meeting was only extremely brief. Visual clues allow us to put ourselves in our partner's perspective and assess whether or not they will be trustworthy. Phone calls, in contrast, are less helpful in this regard. Read more here.
Who is more trustworthy—the rich or the poor?
Research by CTS Board Member Diego Gambetta suggests:
It’s a bit complicated. Holding constant past income, current income increases trustworthiness. In contrast, holding constant current income, past income reduces trustworthiness. Another way to think about it is that trustworthiness rises when people were able to increase their wealth, but declining wealth makes people less trustworthy. Past income appears to set a a strong reference point that shapes costly pro-social behaviors, such as being trustworthy even in interactions with strangers. Read more here.
What determines our trust in the government (or lack thereof)?
Research by CTS Board Member Roger Mayer suggests:
Perceptions of the government's ability, benevolence and integrity. Taken together, these three factors are highly predictive of political trust, which is so central to the functioning of our democracy. But we only trust our government when we believe it is capable of doing its job, cares about people like us and adheres to an acceptable set of values. Read more here.
Should you avoid trusting your rivals?
Research by CTS Board Member Ed Zajac suggests:
No, competition does not preclude cooperation. In today’s interconnected economy, it has become almost a requirement for firms to place trust and work with their competitors in order to learn from them, innovate together and become more efficient. Firms are well-advised to maintain a healthy balance between competition and cooperation in their inter-organizational relationships. Read more here.
Is trust always a good thing?
Research by CTS Board Member Fabrice Lumineau suggests:
Not necessarily. Although the positive consequences of trust for a plethora of desirable outcomes are well-documented, they are not universal, since high levels of trust may also come with potentially detrimental side effects. High trust may lead us to become overconfident and to forget our due diligence. It may drive out objectivity and reduce our flexibility. Therefore, it is critical to consider both the upsides and the downsides of being a high trustor. Read more here.