Trust and Distrust Constructing Unity and Fragmentation of Organisational Culture

Kujala, Johanna; Lehtimäki, Hanna; Pučėtaitė, Raminta

doi:10.1007/s10551-015-2915-7

Cited by 27 publications

(25 citation statements)

References 70 publications

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“…The disproportionate academic attention to the two concepts is largely due to the assumption that trust and distrust are two sides of the same coin, or two bipolar concepts along a continuum (e.g., Rotter, 1971;Gurtman, 1992) and, as such, that retailers need to focus only on trust, as marketing activities devoted to increasing trust can automatically decrease distrust. By contrast, other studies have shown that trust and distrust are distinct constructs, such that the absence of trust does not necessarily mean the presence of distrust, or vice versa (Lewicki et al, 1998;Cho, 2006;Chang and Fang, 2013;Van De Walle and Six, 2014;Kujala et al, 2016;Gefen et al, 2020). To add to this conversation, this study attempts to compare the antecedents of trust and distrust of Chinese consumers.…”

Section: Introductionmentioning

confidence: 95%

“…For example, Lewicki et al (1998) define trust as the positive expectation a trustor holds of a trustee and define distrust as the negative expectation a trustor holds of a trustee. Specifically, when a trustor has high trust in a trustee, the trustor feels safe, secure, hopeful, confident, and comfortable ( Lewicki and Brinsfield, 2009 ; Kujala et al, 2016 ). By contrast, distrust in the trustee makes the trustor feel insecure, worried, fearful, suspicious, and vigilant ( Lewicki and Brinsfield, 2009 ; Kujala et al, 2016 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Specifically, when a trustor has high trust in a trustee, the trustor feels safe, secure, hopeful, confident, and comfortable ( Lewicki and Brinsfield, 2009 ; Kujala et al, 2016 ). By contrast, distrust in the trustee makes the trustor feel insecure, worried, fearful, suspicious, and vigilant ( Lewicki and Brinsfield, 2009 ; Kujala et al, 2016 ). As the presence of fear, insecurity, and worry does not necessarily mean the absence of safety, hope, and confidence, investigating the antecedents of trust and distrust separately is necessary ( Schul et al, 2008 ).…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Comparing Antecedents of Chinese Consumers’ Trust and Distrust

et al. 2021

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To help retailers gain consumers’ trust, many studies have investigated antecedents of consumer trust. However, distrust, a concept closely related to trust, has attracted only sporadic research attention. As a result, whether factors that increase consumer trust can eliminate consumer distrust is unclear. To deepen understanding of trust and distrust, this study applies the critical incident technique to identify and compare the antecedents of trust and distrust of Chinese consumers. The results show that the antecedents of distrust differ from those of trust, indicating different formulation mechanisms of both. Therefore, on the one hand, retailers should pay attention to increasing consumer trust, and on the other hand, they should develop marketing activities to reduce consumer distrust.

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Section: Introductionmentioning

confidence: 95%

Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Comparing Antecedents of Chinese Consumers’ Trust and Distrust

et al. 2021

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“…According to business ethics literature, trust is fundamental in all relationships (Brien 1998;Castaldo et al, 2010;Hosmer, 1995;Swift, 2001 as cited in Kujala et al, 2016), generates supportive behaviour, can save transaction costs and contributes to overall efficacy within an organisation. It is therefore fundamental for an organisation and its long-term success (Kujala et al, 2016).…”

Section: Definition Of Trustmentioning

confidence: 99%

A framework for building and maintain trust in remote and virtual teams

Soomar

2020

F1000Res

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Trust is an important concept in assessing and measuring business behaviour from an organisational performance and culture lens, and has become a source of competitive advantage for organisations especially within the knowledge economy. Studies show that organizations with a high level of trust have increased employee morale, more productive workers, and lower staff turnover. Most organisations factor and measure trust as part of keeping a pulse on their organisational culture and design their initiatives around building and maintaining trust. While it is not impossible to build trust virtually, it certainly is harder and requires a different set of considerations. There has been a big shift by organizations catering for more remote and flexible work conditions over the past decade with the “virtual team” becoming the norm. The recent impacts of the COVID-19 pandemic have forced most, if not all, organizations to move in that direction faster than planned. With this movement to more remote working conditions, that are likely to have longer-term impacts, companies will be faced with challenges that virtual teams typically face in establishing and maintaining trust. This paper sought to highlight a framework that organisations, with remote and virtual teams, can use as a guideline to build and maintain trust. The framework suggests that trust is reliant on components from three key areas, namely 1) Foundational, 2) Organisational and 3) Individual. Components related to external aspects that contribute to trust, such as laws, reputation and society, have not been factored in. It is acknowledged that this will play a role in organisational and team trust but has been excluded from the scope of this research.

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“…Organisations are made up of different groups of people, creating different subcultures. Organisations are characterised as supporting common values and seeking a common understanding that forms the enterprise as a united entity that includes all members of an organisation; however, the subcultures created by organisations can disrupt the unity (Kujala et al, 2016). QMP can facilitate the orientation of all organisational subcultures for the formation of a common culture acceptable to the targeted management of the company.…”

Section: Organisational Culture Towards Implementation Of Quality Manmentioning

confidence: 99%

Organizational culture towards quality management practices considering pro-ecological view

Staniškienė

Ramanauskaitė

Stankevičiūtė

2017

EREM

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The number of organisations putting the issue of quality management practices (QMP) on strategic agenda has been growing in the past years, although the implementation of QMP is not always easy. The importance of organisational culture as a link in quality management is discussed. However, the majority of existing studies do not fully address the employees' pro-ecological view. To bridge this gap, the present study aims at revealing the organisational culture best suited for implementation of quality management practices considering a pro-ecological view of employees. Quantitative research was carried out in a Lithuanian agricultural organisation. Validated instruments were used to design an instrument measuring organisational culture, quality management practices and a pro-ecological view of employees. The findings reveal a correlation between developmental, group, and rational cultures and QMP. The surveyed organisation has integrated culture of development and group cultures. The study shows that the organisation already applies some of the QMP, which makes it easier for further implementation of quality management practices and systems. Previous studies have revealed a relation between environmental awareness and organisational culture. The present study resulted in no significant correlation between a pro-ecological view and organisational culture or QMP. A broader research sample might exhibit different results.

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Trust and Distrust Constructing Unity and Fragmentation of Organisational Culture

Cited by 27 publications

References 70 publications

Comparing Antecedents of Chinese Consumers’ Trust and Distrust

Comparing Antecedents of Chinese Consumers’ Trust and Distrust

A framework for building and maintain trust in remote and virtual teams

Organizational culture towards quality management practices considering pro-ecological view

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