Co‐worker trust as a social catalyst for constructive employee attitudes

By Natalie Ferres, Julia Connell, A. Travaglione. 2004

288 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/9e45b46c9f268b86b1d26a93a72feada81f7e3f2

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Integrity, ethical leadership, trust and work engagement (2017, methodology): “Trust in the leader was measured by the 13-item Leader Trust Scale (LTS), adapted from the trust instrument developed by Bews (2000) and the Workplace Trust Survey developed by Ferres et al. (2004).”
Antecedents of trust in supervisors, subordinates, and peers (2011, background): “Although the importance of subordinate and peer trust relationships has been acknowledged ( Ferres et al. , 2004”
The Influence of Project Commitment and Team Commitment on the Relationship between Trust and Knowledge Sharing in Project Teams (2017, background): “Trust is a major determinant of commitment to a relationship (Costa & Anderson, 2011; Costa, Roe, & Taillieu, 2001; Ferres et al., 2004; Morgan & Hunt, 1994).”
Team identification, trust and conflict: a mediation model (2010, background): “Ferres et al. (2004) referred to this lack of research as unfortunate, given that investing in social capital requires trust to be developed not only between, but also within organizational levels.”
Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations (2017, background): “People tend to report higher commitment to their organizations when there are good exchange relationships (Cropanzano and Mitchell 2005; Ferres, Connell, and Travaglione 2004).”
Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “…: P ri m a ry O p e ra tio n s S ta ff ¼ 1 , S u p p o rt S ta ff ¼ 2 VOL. 16 NO. 5 2012 j JOURNAL OF KNOWLEDGE MANAGEMENTj PAGE 747 D ow nl oa de d by N or th er n Il lin oi s U ni ve rs ity A t 1 0: 39 2 2 O ct ob er 2 01 6 (P T ) act in a fair, reliable and ethical manner (Ferres et al., 2004).”
Modeling the antecedents of proactive behavior at work. (2006, background): “, via a suggestion scheme), was identified by Frese et al. (1999), who argued that individuals with sufficient autonomy may implement their own ideas rather than voice them to others.”