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Leveraging Emerson’s theory of power and motivated reasoning, this study aims to explore how the net power of an individual and actual, instead of perceived, vulnerability results in asymmetric trust and distrust development in a dyadic relationship.

Based on extant literature and gaps in the literature, this conceptual paper hypothesises and proposes trust formation based on power dynamics and vulnerability.

This research extends the knowledge base by exploring the role of actual vulnerability over perceived vulnerability in trust formation and distrust formation.

The research propositions imply that the dyadic trust formation process is not rational, and trust itself is not symmetrical but asymmetrical. The net power possessed by one individual over the other drives trust. Net power balance determines the actual vulnerability of the focal individual, and then the individual, through motivated reasoning, trusts or distrusts another individual. Scholars, going forward, could explore how trust formation varies at group and firm levels.

Extant literature has not explored the role of power imbalance in determining actual (versus perceived) vulnerability that influences trust formation between parties. The conceptual paper fills this gap.

This chapter demonstrates (1) divergence between spending based upon a budget ratcheting model and a benchmark spending model, (2) that this divergence affects organizational performance, and (3) that internal benchmarking enables unit-to-unit performance comparisons, despite claims of organizational or unit uniqueness. We contrast two spending models to examine whether the divergence, or cost estimation gap, affects operating performance across inpatient (n=4,536) and outpatient departments (n=8,438) in 23 U.S. Army hospitals. Using a fixed-effects panel data methodology for fiscal years 2004–2006, we find that unit managers’ spending in this setting is more closely approximated by budget ratcheting. Using multiple performance metrics measured via a DuPont-like decomposition, we find that, within a specified range, operating performance generally improves as resources become constrained. Outside that range, however, we find nonlinear performance effects that approximate a quadratic loss function. Our benchmark model enables clinical department comparisons while controlling for facility, clinical specialty, and case mix severity. The resulting departmental comparability facilitates identification and communication of best practices across the entire Army hospital system. These results should be of interest to corporate executives, government officials, and agency managers who have responsibility for establishing funding mechanisms that include performance-based components.

Using content analysis, the authors examine the purposes of teacher evaluation in relation to the content items on which teachers are assessed and engage in a comparative analysis of teacher evaluation practices in the U.S.A. from three points in time. The overall findings suggest a disparity between the philosophy of teacher evaluation as a mechanism for improving teaching and the practice of teacher evaluation as a tool for administrative decision making, a disparity heavily weighted in favour of the latter. The authors provide evidence that this disparity is historically rooted and likely to endure.

The following is an annotated list of materials dealing with information literacy including instruction in the use of information resources, research, and computer skills related to retrieving, using, and evaluating information. This review, the eighteenth to be published in Reference Services Review, includes items in English published in 1991. A few are not annotated because the compiler could not obtain copies of them for this review.

The purpose of this paper is to examine “nasty” retail shopping experiences. The paper aims to consider implications of distrust related to theft control measures in retail customer service.

Storytelling as a “memory‐work” method draws on phenomenology, hermeneutics, and the narrative. Researchers and participants worked together as co‐researchers to analyze and interpret “lived” experiences contained in their written personal stories. The authors extend this understanding in the context of existing literature.

Distrust pervaded the stories, which focused on shoplifting accusations (real and imagined). As a violation of implicit trust, distrust provoked intense moral emotions, damaged identities, and fuelled retaliation. Findings illustrate a pervasive downward “spiral of distrust” in the retail context.

Results suggest that retailers use store personnel rather than technological surveillance to control theft. Interacting with customers and displaying cooperation builds respect, trust, and relationships and may deter theft. Retailers should add signs of trust and remove signs of distrust from retail environments. They cannot rely on service recovery to appease customers disgruntled by distrust.

When retailers act as if they care, customers reciprocate, creating upward trust spirals and stronger communities.

A dark side to retail loss‐prevention tactics is demonstrated in the paper. Surveillance signals distrust, which repels customers and resists service recovery. Concepts of spirals of distrust and trust to the services marketing literature are introduced. The spirals illustrate how distrust destroys and trust builds relationships and communities. Furthermore, ideas are offered about ways to start upward trust spirals.