The production of trust during organizational change

Lines, Rune; Selart, Marcus; Espedal, Bjarne; Johansen, Svein Tvedt

doi:10.1080/14697010500143555

Cited by 131 publications

(122 citation statements)

References 81 publications

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“…Many authors have identified organizational justice as a key ingredient in the development and decline of trust in management (e.g. Chory and Hubbell, 2008;Colquitt and Rodell, 2011) and change is one context that heightens perceptions of fairness (Hopkins and Weathington, 2006;Lines et al, 2005).…”

Section: Introductionmentioning

confidence: 99%

Trust in change managers: the role of affect

Smollan

2013

Journal of OrgChange Mgmt

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Findings -Positive and negative emotions were related to trust in the ability, benevolence and integrity of immediate supervisors and more senior change managers. The emotions were more intense for distrust than for trust. Some participants referred to challenges to their own integrity. Perceptions of organizational justice during change were important contributors to the creation and erosion of trust in management.Research limitations/implications -The relevance of propensity to trust and pre-existing levels of trust were not investigated and researching these factors, particularly in longitudinal studies, will provide a clearer picture of emotional responses to the perceived trustworthiness of change managers. Exploring cross-cultural issues in the trustworthiness of change leaders would add depth to the field.Practical implications -Developing trust in management though transparency, other fair practices and a positive organizational culture will help to gain commitment to organizational change.Originality/value -This study adds to the scant literature on qualitative investigations of trust, emotions and organizational change by presenting insights from an analysis of employees' trust in the ability, benevolence and integrity of their own supervisors and those of more senior management in a range of organizations and types of change.

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Section: Introductionmentioning

confidence: 99%

Trust in change managers: the role of affect

Smollan

2013

Journal of OrgChange Mgmt

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“…Certaines conditions doivent être rencontrées pour que le risque soit supporté et que la confiance se développe. Dans ce sens, nous rejoignons également les propos de Lines et al (2005) pour qui l'innovation constitue un contexte critique permettant de détruire ou de construire la relation de confiance. (2003) qui considèrent que tout changement affecterait la confiance à la baisse, notre étude démontre que la relation de confiance peut croître dans un contexte d'innovation.…”

Section: Discussionunclassified

“…Une expérience positive permet de confirmer que la confiance initiale est méritée, renforçant du même coup le niveau de confiance qui augmente au gré des interactions. Le changement organisationnel constituerait un contexte critique pour le développement ou la destruction de la confiance (Lines et al, 2005). Selon Morgan et Zeffane (2003), tout type de changement affecterait la confiance à la baisse, mais ces effets négatifs pourraient être contrebalancés par un processus participatif.…”

Section: La Relation De Confianceunclassified

“…un contexte socioéconomique plus favorable (Lewicki, McAllister et Bies, 1998); 2. un climat des relations du travail moins conflictuel (Blunsdon et Reed, 2003;Le Flanchec, Rojot et Voynnet Fourboul, 2006); 3. un partage des informations entre les parties (Becerra et Gupta, 2003;Shaw, 1997;Tzafir et al, 2004); 4. un processus d'adoption des innovations ouvert et participatif (Lines et al, 2005;Morgan et Zeffane, 2003). o 1…”

Section: La Relation De Confianceunclassified

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Les conditions de la confiance entre gestionnaires et représentants syndicaux dans un contexte d’innovations

Laplante

Harrisson

2008

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Cet article analyse les conditions associées au développement de la relation de confiance entre les gestionnaires et les représentants syndicaux au sein d’entreprises qui ont adopté des innovations de différentes formes. Nous nous intéressons à la confiance entre des agents qui interviennent au nom de commettants. Notre étude démontre que si le développement de la confiance bénéficie d’un climat de travail moins conflictuel, d’autres conditions sont également requises, particulièrement le partage des informations entre les parties. Par ailleurs, un contexte de transformation peut améliorer la relation de confiance, particulièrement lorsqu’un processus participatif confiant un rôle au syndicat est adopté pour introduire les innovations. Celles-ci peuvent ainsi favoriser le développement de la confiance cognitive entre les parties, tout en respectant des intérêts spécifiques à chacune.This article examines the development of relationships of trust between managers and union representatives in a context of social innovations. Trust acts as a social lubricant and thus plays an important role in social relations within organizations undergoing change and which depend more on cooperation. However, trust is a multidimensional concept that appears in various forms that can be dichotomized between cognitive trust, which is based more on knowledge and reason, and identity-based trust, which is more emotional and may even involve holding common values. Within organizations, studies of trust have most often examined relations between workers and managers, or even members’ trust in their organization. Few studies have examined the relationship of trust between employers and unions. However, the interactions between institutional agents at work tend to encourage the development of the cognitive dimension of trust rather than its identity-based dimension. While encouraging cooperation between these agents and leading them to develop new relationships outside the traditional institutional framework, innovation nevertheless conceals two essential conditions for the development of trust: the interdependence of actors, and risk in the face of the future and unknown behaviour of their counterpart. Trust is not a given, but is rather a social construction that develops through the interactions of the actors at work according to the diverse conditions that we will examine.The data come from a study on new work relations between employers and unions. The sample includes union representatives and managers in goods and services firms that adopted different kinds of innovations. One thousand firms, each with more than 50 workers, were included in the study. A total of 242 union representatives and 221 managers returned their questionnaires. The sample was generally characterized by medium- or large-sized firms with a high proportion of male workers occupying permanent positions and with several years of seniority. However, there are differences between manufacturing sector firms and services sector firms. The latter employ more women who ...

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“…The role of EI in workplace and leadership research has also been an important topic [5][6][7][8][9]. For instance, trust has been found positively related to job performance and negatively related to counterproductive behaviors, such as absenteeism or intentions to resign [10][11][12]. It has also been seen as an effective tool to counter the expectation of opportunistic behavior and to lower transaction costs [13].…”

Section: Introductionmentioning

confidence: 99%

When Emotional Intelligence Affects Peoples’ Perception of Trustworthiness

Lee¹,

Selart²

2015

TOPSYJ

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By adopting social exchange theory and the affect-infusion-model, the hypothesis is made that emotional intelligence (EI) will have an impact on three perceptions of trustworthiness -ability, integrity and benevolence -at the beginning of a relationship. It was also hypothesized that additional information would gradually displace EI in forming the above perceptions. The results reveal that EI initially does not contribute to any of the perceptions of trustworthiness. As more information is revealed EI has an impact on the perception of benevolence, but not on the perceptions of ability and integrity. This impact was observed to be negative when the nature of the information was negative. On the other hand, information alone was shown to have a significant impact on the perceptions of ability and integrity, but not on the perception of benevolence. Theoretical and practical implications of the findings are addressed.

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The production of trust during organizational change

Cited by 131 publications

References 81 publications

Trust in change managers: the role of affect

Trust in change managers: the role of affect

Les conditions de la confiance entre gestionnaires et représentants syndicaux dans un contexte d’innovations

When Emotional Intelligence Affects Peoples’ Perception of Trustworthiness

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