Development of organizational trust among employees from a contextual perspective

Lämsä, Anna–Maija; Pučėtaitė, Raminta

doi:10.1111/j.1467-8608.2006.00437.x

Cited by 68 publications

(29 citation statements)

References 39 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Trust can have a remarkable impact on the success of an organization (Kimbrough, 1997) and the well-being of its employees. Research finds that high performance is most often attributed to organizational trust (Kimbrough, 1997;Lamsa and Pucetaite, 2006). Likewise, organizational trust leads to higher levels of organizational effectiveness (Communication World, 2003).…”

Section: Maintaining Organizational Trustmentioning

confidence: 99%

“…Lamsa and Pucetaite (2006) suggest that trust of another person or of an organization reflects the belief that the other party will act benevolently. Since one cannot force the other party to fulfil one's expectations, trust involves a willingness to be vulnerable and risk those expectations remaining unfulfilled (Kramer, 1999;Lamsa and Pucetaite, 2006;Schoorman et al, 2007;Whitener et al, 1998). Trust also involves mutual dependence, and the performance of each party is based on that of the other (Lamsa and Pucetaite, 2006).…”

Section: Establishing Organizational Trustmentioning

confidence: 99%

“…Organizational trust can be established if management develops a pattern of behavioural consistency, behavioural integrity, sharing of control, effective communication and demonstration of concern for employees DeMarco, 2005;Donelson, 2005;Huff and Kelley, 2003;Lamsa and Pucetaite, 2006;Lazarus and Salem, 2005;Mathison, 2005;Whitener et al, 1998). Lamsa and Pucetaite (2006) suggest that trust of another person or of an organization reflects the belief that the other party will act benevolently. Since one cannot force the other party to fulfil one's expectations, trust involves a willingness to be vulnerable and risk those expectations remaining unfulfilled (Kramer, 1999;Lamsa and Pucetaite, 2006;Schoorman et al, 2007;Whitener et al, 1998).…”

Section: Establishing Organizational Trustmentioning

confidence: 99%

“…While organizational trust is not innate, it can be established through appropriate managerial practices (Huff and Kelley, 2003). Organizational trust can be established if management develops a pattern of behavioural consistency, behavioural integrity, sharing of control, effective communication and demonstration of concern for employees DeMarco, 2005;Donelson, 2005;Huff and Kelley, 2003;Lamsa and Pucetaite, 2006;Lazarus and Salem, 2005;Mathison, 2005;Whitener et al, 1998). Lamsa and Pucetaite (2006) suggest that trust of another person or of an organization reflects the belief that the other party will act benevolently.…”

Section: Establishing Organizational Trustmentioning

confidence: 99%

“…Trust in the workplace is essential for enhancing organizational performance and being competitive in a global society (Lamsa and Pucetaite, 2006). This is as applicable as much to colleges and universities as to private companies or other organizations.…”

mentioning

confidence: 99%

See 4 more Smart Citations

Establishing and Maintaining Organizational Trust in the 21st Century

Hunt¹,

Lara²,

Hughey³

2009

Industry and Higher Education

View full text Add to dashboard Cite

Recent corporate and academic scandals have led to decreasing levels of trust and confidence in many organizations. Whether the organization is a college or university, a government agency, a private company or a public corporation, the establishment and maintenance of trust is essential to both short-term success and long-term efficacy. This article deals with how managers and leaders can work to establish trust in their organizations via such strategies as fostering behavioural consistency, behavioural integrity, sharing of control, effective communication and demonstration of concern for employees. Also included are strategies of maintaining and enhancing trust, how the level of trust in an organization affects the individual as well as the entire enterprise, and the consequences of losing organizational trust.

show abstract

Section: Maintaining Organizational Trustmentioning

confidence: 99%