The production of trust during organizational change
By Rune Lines, Marcus Selart, Bjarne Espedal, Svein Tvedt Johansen. 2005
180 citations recorded by the source corpus.
Abstract This paper investigates the relationships between organizational change and trust in management. It is argued that organizational change represents a critical episode for the production and destruction of trust in management. Although trust in management is seen as a semi stable psychological state, changes in organizations make trust issues salient and organizational members attend to and process trust relevant information resulting in a reassessment of their trust in management. The direction and magnitude of change in trust is dependent on a set of change dimensions that reflect trust relevant experiences and information. We distinguish between dimensions related to trust relevant consequences of the change and trust relevant aspects of how the change process is performed. Empirical results indicate that increases in post change emotional stress and the use of referential accounts for justifying change are both negatively related to post change trust in management. The use of ideological accounts and participation were found to be positively related to post change trust in management, so was perceived decision quality. Findings also indicate that the effects of change on trust are negatively moderated by tenure.
Subfields: Organizational Behavior and Human Resource Management, Public Administration
View Paper: https://www.semanticscholar.org/paper/dd2e9c0124862e04def3aeab54cb787c635809c3
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In Organizational Behavior and Human Resource Management
In Public Administration
Citations in the corpus
- Organizational change and employee trust : the mediating roles of perceived organizational support and organizational justice (2011, background): “Taken together, these results provide some support for existing research that posits that organizational change can negatively impact the relational exchange between employees and the organization, which may lead to a loss of trust (Lines et al., 2005).”
- Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “…initiation and execution are in the hands of TMs, is associated with lack of engagement and participation from organizational members (Connor, 1993), resistance to change (Pardo del Val and Martínez Fuentes, 2003), foot dragging (MacMillan and Guth, 1985), and lack of trust (Lines et al., 2005).”