The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation

By Cynthia P. Ruppel, Susan J. Harrington. 2000

367 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Demography, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/a64b7c7923939f810d7b384c84e49e50df57bc29

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Citations in the corpus

Lessons for Responsible Innovation in the Business Context: A Systematic Literature Review of Responsible, Social and Sustainable Innovation Practices (2017, background): “, little bureaucracy, creativity trainings or enhancing (in)formal communication) • Autonomous thinking time [45]; organisational culture for creativity and innovation [103,104]; KCP process of reframing problems [68] • Collaboration for fast and effective response • Absorptive capacity routines com”
Motivating factors: perceptions of justice and their relationship with managerial and organizational trust (2005, background): “…1999; Hagen & Choe, 1998; Jones & George, 1998; Lewis & Weigert, 1985; Lewicki et al., 1998), and increases organizational commitment (Nyhan, 2000; Ruppel & Harrington, 2000; Whitener, 2001) and acceptance of technological innovations (Davidow & Malone, 1993; Handy, 1995; Nyhan, 2000; Peters,…”
Sustainability of Communication, Organizational Culture, Cooperation, Trust and Leadership Style for Lecturer Commitments in Higher Education (2020, background): “With more comprehensive conceptual framework, it was expected that this study could bring more comprehensive result regarding effect of leadership and organizational communication toward job satisfaction and organizational commitment (Ruppel and Harrington, 2000).”
Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “For instance, Ruppel and Harrington (2000) focus on egoistic and benevolent OECs as predictors of trust in the organization, while the studies of DeConinck (2011) and Mulki et al. (2006) show that benevolent OEC is associated with trust in supervisors.”
The Central Role of Communication in Developing Trust and Its Effect On Employee Involvement (2009, background): “Trust and communication have been shown to enhance such organizational outcomes as employee participation and job performance (Dirks, 1999; Dirks & Ferrin, 2001; Ellis & Shockley-Zalabak, 2001; Kramer, 1996; Pincus, 1986; Ruppel & Harrington, 2000).”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Specifically, supervisors’ trust is found to be triggered by higher levels of subordinates’ communication, both with other peers and with the supervisor (Ruppel and Harrington, 2000).”
Job Satisfaction among University Faculty: Individual, Work, and Institutional Determinants (2011, background): “Providing a work environment conducive to mutual respect gives positive outcomes in virtually any organization and administrators contribute greatly to setting a cordial and respectful work environment (see for example Ruppel & Harrington, 2000).”
Effects of organizational justice, trust and commitment on employees' deviant behavior (2011, background): “Prior research has shown that trust is an important predictor of employees' behavior in organizations and is a major determinant of relationship commitment (Ruppel & Harrington, 2000 ; Schindler & Thomas, 1993 ; Wong et al, 2002 ).”
Establishing Organizational Ethical Climates: How Do Managerial Practices Work? (2010, background): “…2008) and have been applied by many academics to research on identification and related issues of ethical climates (e.g., Agarwal and Malloy, 1999; Ruppel and Harrington, 2000; Schminke et al., 2005; Sims and Keon, 1997; Upchurch and Ruhland, 1996; Wimbush and Shepard, 1994; Wimbush et al., 1997).”
What Motivates Employees to Transfer Knowledge Outside Their Work Unit? (2005, background): “For example, Ruppel and Harrington (2000) found that employees were less likely to share knowledge through company intranets when they perceived a lack of mutual confidence and trust in their organizational culture.”
Blind forces (2014, background): “As discussed before, numerous studies have shown that ethical cultures and climates are important antecedents of organizational commitment, identification, and trust (Cullen et al., 2003; DeConink, 2011; Martin & Cullen, 2006; Ruppel & Harrington, 2000; Treviño et al., 1998; Tsai & Huang, 2008).”