Trust and the Health of Organizations

Bruhn, John G.

doi:10.1007/978-1-4615-0739-0

Cited by 43 publications

(33 citation statements)

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“…Trust is indispensable for creating a healthy environment in the organization (Bruhn, 2001). The organizations' ethical treatment for employees can affect the relationship between them in terms of sense of security, belongingness, self-esteem, and purpose for work for employees (Bauman & Skitka, 2012) that is consistent with H2.…”

Section: Discussion Of Resultsmentioning

confidence: 97%

The Impact of Perceived Internal Corporate Social Responsibility on Organizational Citizenship Behavior: A Micro-Perspective Analysis

Rasool¹,

Rajput²

2017

BER

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Section: Discussion Of Resultsmentioning

confidence: 97%

The Impact of Perceived Internal Corporate Social Responsibility on Organizational Citizenship Behavior: A Micro-Perspective Analysis

Rasool¹,

Rajput²

2017

BER

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“…Trust research implicitly assumes that organizational managers should organize work to foster higher levels of trust (Bruhn, 2001;Nye, et al, 1997;PEW, 1996), and organizational leaders are to some extent responsible for developing trustworthiness within their organizations based on their determination of optimal organizational performance. Trust among coworkers and between workers and managers may enhance efficiency by reducing the need for governance (Van de Ven, 2004), improve organizational performance (Zolin & Hinds, 2004), and affect psychological contracts (Robinson, 1996).…”

Section: Trustmentioning

confidence: 99%

If You Can't Trust, Stick to Hierarchy: Structure and Trust as Contingency Factors in Threat Assessment Contexts

Powley¹,

Nissen²

2012

Journal of Homeland Security and Emergency Management

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Organizations have and will continue to face threats and crisis from a number of sources. We study trust from a contingency theory framework and hypothesize that trust levels vary depending on different organizational designs. Using data from the laboratory experimentation tool ELICIT, a multiplayer simulation, we examine the effect of trust levels and organizational design on performance. We find that trust and organizational design have strong interactions and that hierarchical organizations experience performance levels well below flexible organizational structures. We offer implications for managers who are responsible for identifying and responding to threat and crises.

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“…He reviewed numerous polls and studies on trust, honesty, integrity, and commitment, and concluded, "Today, nearly two in three Americans believe that most people can't be trusted; half say most people would cheat each other if they had a chance, and half say that most people are looking out for themselves (Bruhn, 2001). "…”

Section: List Of Tablesmentioning

confidence: 99%

Trust, Mistrust, and Organizational Design: Understanding the Effects of Social Configurations

Moonier¹,

Baker²,

Greene³

2008

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instruction, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to ABSTRACT (maximum 200 words)Trust matters for task performance, particularly when the task involves dealing with potential threat or crisis. When faced with important decisions in such situations, the social connections between managers and front-line employees are critical. Drawing on the concept of trust and organizational design we investigate and provide a comprehensive overview of the effects of trust and mistrust on two different organizational designs. The formation of effective partnerships is influenced greatly by trust. Trust sets the stage for necessary factors for collaboration such as social interaction, communication, negotiation, and cooperation. The organizations are structured as Hierarchies or self-managing teams, also known as Edge organizations. This project analyzes the effects of high and low conditions of trust on two distinct structures of organizations offering insight to appropriate selection of design structures within varying conditions of trust. The analysis also offers a comparison of each group's performance to determine the most effective structures under certain conditions of trust. We find that collaborative, sharing practices (an organic, flat environment, Edge) in a trusting organizational climate produce the greatest levels of task performance. When decisions need to be expedited, however, trust is non-significant, and formal relationships between organization members are more salient. The implications for organizing in coalition type environments and military units are discussed. NUMBER OF PAGES 7714. SUBJECT TERMS Edge, Trust, Organizational Design, Hierarchy, Problem Solving PRICE CODE SECURITY CLASSIFICATION OF REPORT Unclassified SECURITY CLASSIFICATION OF THIS PAGE Unclassified SECURITY CLASSIFICATION OF ABSTRACT Unclassified LIMITATION OF ABSTRACT

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Trust and the Health of Organizations

Cited by 43 publications

References 0 publications

The Impact of Perceived Internal Corporate Social Responsibility on Organizational Citizenship Behavior: A Micro-Perspective Analysis

The Impact of Perceived Internal Corporate Social Responsibility on Organizational Citizenship Behavior: A Micro-Perspective Analysis

If You Can't Trust, Stick to Hierarchy: Structure and Trust as Contingency Factors in Threat Assessment Contexts

Trust, Mistrust, and Organizational Design: Understanding the Effects of Social Configurations

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