ABSTRACT
This chapter reviews the nature of swift trust as conceptualized by D. Meyerson et al. and the empirical work that has attempted to test some of the propositions they laid out. It focuses on the limitations of this conceptualization and how new organizational phenomena require us to extend their work to capture innovative efforts in many domains that also exhibit rapidly forming or 'swift' trust among those who engage in these enterprises. The chapter discusses whether the original conceptualization of 'swift trust' should be broadened to encompass these new forms of organizing, or whether a new concept should be developed that is more appropriate for explaining rapidly evolving trust and cooperation in the domain of knowledge-intensive enterprises. It analyses some of the past empirical research on swift trust at the team level. The chapter identifies some potential directions for future research based on the nature of business environments and an increasing focus on knowledge-intensive products and services.
