Editing Distrust (section)

==Sociological studies==
It has been argued that by supporting healthy [[Suspicion (emotion)|suspicion]] and vigilance, distrust does not always have detrimental consequences and can be related to positive outcomes.<ref>{{Cite journal|last=Kramer|first=Roderick M.|date=1999|title=TRUST AND DISTRUST IN ORGANIZATIONS: Emerging Perspectives, Enduring Questions|journal=[[Annual Review of Psychology]]|volume=50|issue=1|pages=569–598|doi=10.1146/annurev.psych.50.1.569|pmid=15012464|s2cid=14616152 |issn=0066-4308}}</ref> It has been shown to increase the speed and performance of individuals and groups<ref>{{cite journal|last=Lowry|first=Paul Benjamin|author2=Justin Scott Giboney|author3=Ryan Schuetzler|author4=Jacob Richardson|author5=Tom Gregory|author6=John Romney|author7=Bonnie Anderson|title=The Value of Distrust in Computer-Based Decision-Making Groups|journal=43rd Annual Hawaii International Conference on System Sciences|date=5–8 January 2009|ssrn=1487345}}</ref> at certain tasks. It has been empirically shown that distrust increases performance in nonroutine (creative, unstructured) tasks while decreasing performance in routine (cooperative, structured) tasks.<ref>{{cite journal|last=Schul|first=Y.|author2=Mayo, R. |author3= Burnstein, E. |title=The value of distrust|journal=Journal of Experimental Social Psychology|year=2008|volume=44|issue=5|pages=1293–1302|doi=10.1016/j.jesp.2008.05.003}}</ref>

Research on high-risk settings such as [[oil platform]]s, [[investment banking]], medical surgery, [[aircraft pilot]]ing and nuclear powerplants has related distrust to failure avoidance.<ref>Conchie, S. M. & Donald, I. J. (2007). The functions and development of safety-specific trust and distrust. [[Safety Science]], 46(1) 92-103.</ref><ref>Burns, C., Mearns, K. & McGeorge, P. (2006). Explicit and Implicit Trust Within Safety Culture. Risk Analysis, 26(5), 1139-1150.</ref> When nonroutine strategies are needed, distrusting persons perform better, while when routine strategies are needed trusting persons perform better.<ref>Schul, Y., Mayo, R., & Burnstein, E. (2008). The Value of Distrust. Journal of Experimental Social Psychology, 44, 1293–1302.</ref> This research was extended to entrepreneurial firms by Gudmundsson and Lechner.<ref name="GUDMUNDSSON, S.V 2013">GUDMUNDSSON, S.V. and LECHNER, C. (2013) Cognitive Biases, Organization, and Entrepreneurial Firm Survival. European Management Journal, 31(3), 278-294</ref> They argued that in entrepreneurial firms, the prospect of failure is ever present, resembling nonroutine situations in high-risk settings. They found that the firms of distrusting entrepreneurs were more likely to survive than the firms of optimistic or overconfident entrepreneurs, because the distrusting entrepreneurs would emphasize failure avoidance through sensible task selection, and more analysis.<ref>Teach, R.D., Schwartz, R.G., & Tarpley, F.A. (1989). The recognition and exploitation of opportunity in the software industry: a study of surviving firms. Frontiers of Entrepreneurship Research. Wellesley, MA: Babson College, 383–397.</ref> Kets de Vries has pointed out that distrusting entrepreneurs are more alert about their external environment.<ref name="Vries, M. 2003">Kets de Vries, M. (2003). The entrepreneur on the couch. INSEAD Quarterly, 5, 17-19.</ref> Thus, distrusting entrepreneurs are less likely to discount negative events, and are more likely to engage control mechanisms.<ref name="GUDMUNDSSON, S.V 2013"/><ref>Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Toward a stewardship theory of management. Academy of Management Review, 22, 20-47.</ref><ref name="Vries, M. 2003"/><ref>Lewicki, R., McAllister, D., & Bies, R. (1998). Trust and distrust: New relationships and realities. Academy of Management Review, 23, 438 – 458.</ref>  Thus, according to Gudmundsson and Lechner distrust leads to higher precaution and therefore increases chances of entrepreneurial firm survival.<ref name="GUDMUNDSSON, S.V 2013"/>