Our research demonstrates that people who had perceived a recent betrayal were significantly less likely to trust a new entity that shared nominal group membership with the previous trust transgressor. By systematically investigating whether, why, and to what extent betrayal spillover can subsequently contaminate trust development, we present a robust account of the downstream economic and behavioral consequences of observing others who have been betrayed by a similar entity, particularly in the context of charitable organizations.

How can we ensure that teams can fulfill their full cognitive potential?  This paper explores how team members can be motivated so that, collectively, the whole is greater than the sum of its parts.