This paper investigates the relationships between organizational change and trust in management. It is argued that organizational change represents a critical episode for the production and destruction of trust in management. Although trust in management is seen as a semi stable psychological state, changes in organizations make trust issues salient and organizational members attend to and process trust relevant information resulting in a reassessment of their trust in management. The direction and magnitude of change in trust is dependent on a set of change dimensions that reflect trust relevant experiences and information. We distinguish between dimensions related to trust relevant consequences of the change and trust relevant aspects of how the change process is performed. Empirical results indicate that increases in post change emotional stress and the use of referential accounts for justifying change are both negatively related to post change trust in management. The use of ideological accounts and participation were found to be positively related to post change trust in management, so was perceived decision quality. Findings also indicate that the effects of change on trust are negatively moderated by tenure.

Cultural intelligence (CQ), the capability by which expatriates, managers, and others involved in cross-cultural interactions function effectively in a globalized world, was introduced in 2003 and has garnered wide attention recently. In this paper, we present a detailed and up-to-date review of 142 empirical articles in the CQ research field. We first examine the concept of CQ, including its definition, structure, measurement, and validity. We then review the vast number of empirical studies that investigate the antecedents, development, direct and indirect effects, moderating effects, and aggregated effects of CQ, as well as qualitative studies. The analysis shows several issues that likely will be relevant to the research debate in the near future. These issues include investigations of (1) whether cultural intelligence is universal or culture-specific, (2) why objective measures that assess CQ are lacking, (3) to what extent a person can develop cultural intelligence, (4) to what extent there are dark sides to cultural intelligence, and (5) the role cultural intelligence plays as a predictor of individual and group performance. Addressing these questions may help us reveal the true potential of CQ in contemporary organizations and thus, affirm that the promise of CQ is more than just hype.

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate‐dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed.

ABSTRACT. Across two studies the hypotheses were tested that stressful situations affect both leadership ethical acting and leaders' recognition of ethical dilemmas. In the studies, decision makers recruited from 3 sites of a Swedish multinational civil engineering company provided personal data on stressful situations, made ethical decisions, and answered to stress-outcome questions. Stressful situations were observed to have a greater impact on ethical acting than on the recognition of ethical dilemmas. This was particularly true for situations involving punishment and lack of rewards. The results are important for the Corporate Social Responsibility (CSR) of an organization, especially with regard to the analysis of the stressors influencing managerial work and its implications for ethical behavior.

Whereas there is extensive documentation that attribute framing influences the content of people’s thought, we generally know less about how it affects the processes assumed to precede those thoughts. While existing explanations for attribute framing effects rely completely on valence-based associative processing, the results obtained in the present study are also consistent with the notion that negative framing stimulates more effortful and thorough information processing than positive framing. Specifically, results from a simulated business decision-making experiment showed that decision makers receiving negatively framed information had significantly better recall than those receiving positively framed information. Furthermore, decision makers in the negative framing condition were less confident than decision makers in the positively framed condition. Finally, compared to a no-framing condition, decision makers receiving positive framing deviated significantly more in evaluation than decision makers receiving negative framing did