Who can you trust? The Swedish Confederation for Professional Employees (TCO) and trust-based working time 1950-1970

Ottosson, Mikael; Rosengren, Calle

doi:10.5771/0935-9915-2015-1-52

Cited by 2 publications

(2 citation statements)

References 17 publications

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“…Because of its nature, trust influences interpersonal relationships. Research studies have shown that with a high degree of trust between the leadership and employees or organization and workforce, it would be generally helpful to create a positive organizational climate (Beckmann & Hedegues, 2011;Krot & Lewicka, 2012;Ottosson & Rosengren, 2015).…”

Section: Organization and Trustmentioning

confidence: 99%

Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic

Rahul¹

2021

Jindal Journal of Business Research

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The study covers aspects of leadership trust among the information technology (IT) employees in India, with the help of data collected from a cross section of 205 IT employees. The article has assessed leadership trust factor from the employee’s (workforce) perspective with COVID19 pandemic and work-from-home situation. The outcome of data establishes a positive relationship between leadership trust and factors such as communication, decision-making, integrity, and motivation. The study also suggests that the IT sector and its leadership have created a positive trust among the employees during the COVID-19 work-from-home scenario. Findings suggest that in areas like integrity and making decisions quickly, the IT leadership has exhibited high trust levels, while in some other areas like communication and keeping the employees motivated (inspired), there have been few minor gaps that require attention from the leadership, which could preclude the wilting of established trust between the leader and his employees.

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Section: Organization and Trustmentioning

confidence: 99%

Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic

Rahul¹

2021

Jindal Journal of Business Research

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“…Several studies indicate that the norm dictating loyalty through availability is historically strong and that a substantial number of employees feel that they are expected to work in their free time (e.g. Derks, van Mierlo & Schmitz, 2014;Ottosson & Rosengren, 2015). According to the study presented in the article of Bellman, Grunau, Müller, and Wolter, this expectation is linked to possibilities that have emerged in the wake of digital technology.…”

mentioning

confidence: 99%

Digital Working Life: Some Introductory Reflections

Ottosson

Matiaske

Fietze³

2017

mrev

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The development of technology and its ensuing impact on society and working life has taken different expressions in the course of history. Historically, the execution and organisation of labour have always been characterised by the technology it has appropriated. During the 18th and 19th centuries, the steam engine contributed to the industrialisation of much of Europe and North America; during the 20th century, the combustion engine and the electric engine coincided with the development of centralised and large-scale production. These processes were based on the core technologies of their era, but they were also processes that were closely linked to an infrastructure that was undergoing change, urbanisation, globalisation and not least the emergence of wage labour and a capitalist commodity market. Social change should be seen as an interaction between technology and the conditions of production. This means that social change can in itself be technologically driven, but it does not mean that technology alone determines social change. Historical changes do not follow any predetermined course; rather, historical changes require human actions. In this special issue, "Digital Working Life", we examine the digitalization of working life. Although none of the authors explicitly discuss historical driving forces, the five articles do revolve around the relationship between the organisation of labour and technological change. All articles also highlight knowledge gaps that the authors believe are

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Who can you trust? The Swedish Confederation for Professional Employees (TCO) and trust-based working time 1950-1970

Cited by 2 publications

References 17 publications

Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic

Trust Leadership: A Work-from-Home Scenario in IT Sector During the COVID-19 Pandemic

Digital Working Life: Some Introductory Reflections

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