Funding information Academy of FinlandThis study focuses on the effects of socially responsible human resource management (SR-HRM) practices on female employees' turnover intentions and the moderating effect of supervisor gender on this relationship. With a sample of 212 female employees from eight different industries in Finland, the results indicate that SR-HRM practices promoting equal career opportunities and work-family integration play a significant role in reducing women's turnover intentions. The study adds to the academic discourse of corporate social responsibility by highlighting the impact of the organizational-level HRM determinants on the individual-level outcome. In addition, supervisor gender makes a difference in the studied relationship: female supervisors have a stronger and more significant impact on the relationship than male supervisors. Our findings suggest that organizational measures which support work-family integration should be taken seriously to decrease female employees' turnover intentions. Male supervisors could adopt some gender-incongruent leadership behaviors, such as individualized emotional concern and caring when dealing with female employees. In the future, other gender combinations in the supervisor-employee relationship would merit research.

PurposeThe purpose of the paper is to explore the interrelations between organizational trust and ethics management tools as well as ethical organizational practices in a post‐socialist context.Design/methodology/approachA conceptual framework of the interrelations among organizational trust, ethics management tools and ethical organizational practices is reasoned and the interrelations among the variables are explored using quantitative methods of data analysis. The method of data gathering is a questionnaire survey that was carried out in Lithuania which is taken as an example of a post‐socialist society where trust is rather low. In total, answers from 519 respondents were collected.FindingsThe empirical findings confirm the interdependence of the variables. A significant dependence of organizational trust on ethical organizational practices has been established.Research limitations/implicationsThe research findings imply that ethics management tools just weakly predict emergence of organizational trust in the organizations operating in a post‐socialist context. Rather, organizational practices which integrate ethical principles are considerably more important to building organizational trust. This is a peculiarity of a post‐socialist context where people were used to the relativity of the declared values and ideas, therefore, tend to search for evidence of value realization in practice. However, since post‐socialist societies differ in their socio‐historical past, this claim is not a generalization.Practical implicationsThe paper provides managerial implications how to advance organizational trust in a post‐socialist context.Originality/valueThe research paper provides empirical evidence on the interrelations among organizational trust, ethics management tools and ethical organizational practices, which is scarce in the existing literature on organizational trust. In particular, neither the interrelation between ethics management tools and organizational trust nor a combined effect of ethics management tools and ethical organizational practices on organizational trust has been empirically tested. Thus, the paper fills in this gap in the related literature.

The paper highlights the dependence of the level of organizational trust on work ethic and aims to show that development of trust in organizations can be stimulated by raising the level of work ethic with organizational practices. Based on the framework by Kanungo, R. N. and A. M. Jaeger (1990, 'Introduction: The Need for Indigenous Management In Developing Countries', in A. M. Jaeger and R. N. Kanungo (eds.), Management in Developing Countries (Routledge, London), pp. 1-23), historical-cultural analysis of the Lithuanian context is carried out. The country is chosen as an example of a post-socialist context where work ethic and trust in the society tended to be rather low. The authors discuss organizational practices, particularly the ones related to people management, which can facilitate development of work ethic, and thus, trust in organizations operating in a post-socialist context. The importance of a processual approach to the development of organizational trust and the ethical content of organizational practices, which are aimed at developing organizational trust is highlighted. Directions for further research are indicated.

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in fostering the organisational capacity to innovate. In this paper, a different context is taken to test hypothesized differences between the two multidimensional phenomena. The paper discusses the findings of 2 surveys in Finnish and Lithuanian public organisations (respectively, n FI =477 and n LT =757). Data analysis shows that ethical organisational culture affects organisational innovativeness, in particular process and behaviour innovativeness in both organisations. The findings suggest that some ethical virtues such as congruency of management, discussability and clarity can be explained by an institutional rather than sociocultural context. However, the effect of transparency and sanctionability in the Finnish organisation and congruency of supervisors, supportability and feasibility in the Lithuanian organisation rests on peculiarities of a socio-cultural context.

The paper focuses on the mediating effect of organizational trust and its cognitive and affective components on the impact of leadership relationship on different forms of organizational innovativeness such as product, market, behaviour, process and strategy. The empirical data was collected in a public organization (n=757) in Lithuania in 2013. A series of regression analysis suggest that organizational trust has partially mediating effect on the studied relationship. Leadership relationship and organizational trust have the strongest explanative power for behaviour innovativeness. In particular, the affective component of organizational trust influences the effect of leadership relationship on this form of innovativeness. Besides, affective trust plays a more significant role than cognitive trust in increasing processes innovativeness. However, cognitive trust is more powerful in accounting for development of product innovativeness. The authors discuss managerial implications to the studied sector organizations and suggest some directions for further research. The type of the article: Empirical study.