The trusted general manager and business unit performance: empirical evidence of a competitive advantage

By J. H. Davis, F. Schoorman, Roger C. Mayer, H. Tan. 2000

675 citations recorded by the source corpus.

Employee trust for the general manager is proposed as an internal organizational characteristic that provides a competitive advantage for the firm. This paper empirically examines the relationship between trust for a business unit's general manager and organizational performance. Trust was found to be significantly related to sales, profits and employee turnover in the restaurant industry. Managers who were either more or less trusted differed significantly in perceptions of their ability, benevolence and integrity. Copyright © 2000 John Wiley & Sons, Ltd.

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

View Paper: https://www.semanticscholar.org/paper/65e82a1d6cd935a11a721b5be8aeaf19c1575957

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Antecedents and Outcomes of Employees' Trust in Chinese Joint Ventures (2003, background): “Among various factors that can affect employees’ turnover intention, Davies et al. (2000) find that trust in senior management is a key factor in the restaurant industry.”
Foundations of Organizational Trust: What Matters to Different Stakeholders? (2010, positive): “Third, whereas previous analyses have largely focused on within-stakeholder comparisons (e.g., Davis et al. 2000, Lusch et al. 2003, Mayer and Davis 1999, Mayer and Gavin 2005), we evaluate how the relevance of trustworthiness dimensions differs across stakeholder types.”
Formation of Stakeholder Trust in Business and the Role of Personal Values (2015, positive): “Third, trust in the business context has been widely recognized as a key enabler of organizational success (Davis et al. 2000).”
The role of competence‐based trust and organizational identification in continuous improvement (2004, background): “Similarly, trust in managers ( Davis et al. , 2000”
Trust in Management and Performance: Who Minds the Shop While the Employees Watch the Boss? (2005, background): “, Davis et al., 2000; Mayer & Davis, 1999). Mayer and Davis (1999) encouraged work to enhance reliability, noting that dimension ality should be examined.”
The Role of Trust in Organizational Settings (2001, background): “Research Examining Main Effects of Trust on Workplace Behaviors and Outcomes Study Primary Thesis Related to Trust Sig. r Unit Performance Davis et al., 2000 Trust in general manager has (+) effect on business unit performance P n/a Dirks, 1999 Trust within group has (+) effect on group performance…”
An Integrative Model of Organizational Trust: Past, Present, and Future (2007, background): “This measure of trust in the leader significantly predicted subsequent sales, profits, and employee turnover in the restaurants (Davis, Mayer, & Schoorman, 1995; Davis et al., 2000).”
Secure attachment: implications for hope, trust, burnout, and performance (2009, background): “For example, trust in the supervisor has been linked to higher profitability, better sales, lower turnover (Davis et al., 2000), better individual performance (Mayer & Davis, 1999), and organizational citizenship behaviors (Mayer & Gavin, 2005).”
Does primary stakeholder management positively affect the bottom line? Some evidence from Australia (2006, background): “Return on assets (ROA) and return on equity (ROE) were chosen as they are common accounting measures used by the investment community to assess firm performance and are among the most widely used variables to measure firm performance in empirical research (Capon et al., 1996; Davis et al., 2000).”
Transforming with levity: humor, leadership, and follower attitudes (2009, background): “Trust in one’s leader is an important antecedent to outcomes such as work attitudes (satisfaction, motivation) and behaviors (organizational citizenship behaviors, turnover) (Ballinger and Schoorman, 2007); focused attention on value producing activities (Mayer and Gavin, 2005), and the prediction o”
Effects of Ethical Climate and Supervisory Trust on Salesperson’S Job Attitudes and Intentions to Quit (2006, background): “Studies have also shown that, when a salesperson trusts the supervisor, he or she feels safer and develops loyalty to the organization, lowering the desire to leave it (Davis et al. 2000).”