Heterogeneity in the social networks of young and older adults: Prediction of mental health and cardiovascular reactivity during acute stress.

Do organizational controls facilitate or hinder employees' trust in their organi

This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed.

Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing.However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor-rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.

This paper explores the development and maintenance of trust and distrust in an organization undergoing a merger. Using a longitudinal study we examined the sense‐making of retained staff by comparing two sets of in‐depth interviews with six survivors and detailed field notes. Four central themes were identified revealing differences between trust and distrust. The themes included: the importance of perceived changes to the psychological contract, organizational justice, reputations of individuals and risk management. By analysing the sense‐making the need for congruence between what was done and how it was done was revealed. As distrust grew staff balanced this disequilibrium through their trust in the familiar, however, this finding calls into question the role of rationality as the basis for risk management. We discuss the implications of these findings for the successful management of mergers.

How is organizational trust preserved during times of disruption? We address this question, building on the concept of active trust which views trust as an ongoing accomplishment constituted by reflexive actors. Drawing on a multi-case study of four organizations that experienced major disruption in response to the global financial crisis of 2009, we contribute to trust theory in three ways. First, we extend beyond the current focus on trust building and repair by developing conceptual understanding of trust preservation as a distinct phenomenon. Second, we develop a theoretical model that explains how organizational actors accomplish the preservation of employees’ trust in their organization. We identify three trust preservation practices used in the successful case organizations – cognitive bridging, emotional embodying and inclusive enacting – and show that organizational members’ understanding of the established foundations of trust in the organization, and their ability to mobilize these, are critical to the preservation of trust. Third, we position trust preservation as a manifestation and extension of active trust, and show that for trust to be preserved in disruptive contexts, both familiarization and transformation of existing trust practices are required.

71e98a45-9ed4-4c0c-b184-71fb6b5d8bd3/1/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

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