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華人社會中的信任策略

The Strategies of Trust in Chinese Society

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摘要


本文論述三個主要議題。首先,透過批判式文獻回顧,指出:將西方信任理論「套用」於本土社會,無法清楚說明華人社會普遍存在的信任現象與經驗,理解華人社會信任的特殊性。由於人與人之間的相互信任,涉及在他們所認同的群體裡,彼此建構的價值與規範系統,所以在不同的文化中,信任的建構各有其獨特的過程。許多文化心理學的文獻指出:人們依賴其文化背景,以感知與判斷本身所處的社會環境,人們彼此相信與互相評定對方的方法,反映他們共有的文化經驗。因此,本研究旨在探討華人文化中的信任策略特性。其次,整合既有的文獻,提出華人社會信任的分析架構。本文以華人的關係主義為預設,提出華人社會中五種信任的原型,其中兩種是屬於關係網絡內的社會信任,包括:基於血緣關係的血親信任及根植於情感與認同的滋生信任。其餘三種是屬於關係網絡外的社會信任,其一是:常民在文化實踐中累積的習俗,形成的習俗信任;其二:是奠基於專業知識與能力的專業信任;其三是:基於利益最大化的理性計算,形成的制度信任。本文主張:信任者因信任基礎不同而採取不同的信任策略。最後,探討以上五種信任原型的意涵,並對相關概念作詳細的闡述。為了解釋與闡明華人日常生活中特殊但普遍存在的信任現象,本文所提出的習俗信任,對於理解華人社會信任,具有獨特的意義。

並列摘要


This paper addresses the unique features of social trust in cultural Chinese societies. A review of the literature on trust indicated that it is very difficult to use theories of trust developed by Western scholars to explain the prevailing phenomena related to trust in culturally Chinese societies. Because interpersonal trust is generally supported by the value system and social norms underlying the meaning of life in a given culture, it is necessary to consider the cultural context when investigating the process of trust. A conceptual framework based on Confucian relationalism is proposed to analyze the domains and features of five prototypes of trust in culturally Chinese societies. Two of the prototypes concern trust within a person's intimate social network, namely kinship trust and emergent trust constituted on the grounds of shared identity. The other three concern trust of social targets outside person's intimate society, including customary trust derived from cultural customs, professional trust relying on the professional knowledge and ability of the trustee, and institutional trust established through rational calculation to maximize personal interests in dealing with an institution. A person may adopt different trust strategies depending on the relation with the trustee. Implications of each prototype of trust are elaborated.

參考文獻


Adler, P. S.,Kwon, S. W.(2002).Social capital: Prospects for a new concept.Academy of Management Review.27(1),17-40.
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