Trust Repair After An Organization-Level Failure

By Nicole M. Gillespie, G. Dietz. 2009

659 citations recorded by the source corpus.

We propose a systemic, multilevel framework for understanding trust repair at the organizational level. Drawing on systems theory, we theorize how each component of an organization's system shapes employees’ perceptions of the organization's trustworthiness and can contribute to failures and effective trust repair. We distinguish the framework from prior work grounded in dyadic assumptions and propose underlying principles and a four-stage process for organizational trust repair. Finally, we explore the implications for research and practice.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3e7767ab8e52607d5da41a13fd50b211381d3148

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Going back to the source: Why do people trust each other? (2011, background): “In our work on trust repair following major organisational scandals (Gillespie & Dietz, 2009; Dietz & Gillespie, 2011), we conceptualise ‘perceived organisational trustworthiness’ as arising out of a compilation of judgements on six components of an organisation’s system: the leaders’ conduct and…”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “…Australian National University on September 14, 2010jom.sagepub.comDownloaded from 24 Journal of Management / Month XXXX management that have generated low levels of trust and then implement changes to ensure that such practices and attitudes are no longer supported (Gillespie & Dietz, 2009).”
From ‘automation’ to ‘autonomy’: the importance of trust repair in human–machine interaction (2018, neutral): “Following a trust violation, corrective action can be taken to repair lost trust (Dirks, Lewicki, and Zaheer 2009; Gillespie and Dietz 2009; Kramer and Lewicki 2010; Tomlinson and Mayer 2009).”
The Moral Entrepreneur: A New Component of Ethical Leadership (2019, background): “As Kim et al. (2004) suggest, acting in a manner that exceeds expectations can restore positive expectations because it demonstrates that the person is intrinsically committed to act with benevolence and integrity (cf. Gillespie and Dietz 2009).”
What Does the Brain Tell Us About Trust and Distrust? Evidence from a Functional Neuroimaging Study (2010, background): “2007), information sharing (Gillespie and Dietz 2009), responsiveness (Williams 2007), keeping promises (Robinson 1996), meeting obligations (Sitkin and Roth 1993), and online transactions (McKnight and Chervany 2000).”
Ethical Decision Making in Organizations: The Role of Leadership Stress (2011, background): “The reason for this can be traced to several well-documented scandals, where leaders’ unethical behavior has shown to have had grave consequences for the organizations and their surroundings (Gillespie and Dietz, 2009; Greengard, 1997; Whitener et al., 1998).”
Getting to Know You (2017, positive): “Gillespie and Dietz (2009) suggest that certain system-based trust information serves to eliminate distrust by constraining discretionary behavior.”
Trust ecology and the resilience of natural resource management institutions (2015, background): “Management scholars stress the importance of congruence between distrust regulation and trustworthiness demonstration (Gillespie and Dietz 2009), supporting our proposal about the importance of maintaining trust diversity.”
Revisiting the Foundations of Organizational Distrust (2017, positive): “Since trust is more likely to be domain-specific while distrust may spill over across contexts or domains (Sitkin and Roth, 1993), organizations may not have more advantageous capacities for distrust management than individuals, but organizations may have better capacities to address trust violation”
Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis (2016, background): “Although it has been argued that radical changes can undermine trust (Gillespie & Dietz, 2009) and commitment (Meyer, 2009), it might do so only under some conditions.”