The role of trust in core team employees
A three‐nation study
Bibliographic Data
| ID | 20501436 |
|---|---|
| Authors | Keren V More (Technion – Israel Institute of Technology), Shay S Tzafrir (0000-0001-5850-4293, University of Haifa) |
| Year | 2009 |
| Volume | 16 |
| Issue | 4 |
| Pages | 410-433 |
| Publication date | 2009-10-23 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Cross Cultural Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1352-7606 • E-ISSN: 1758-6089 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/13527600911000375 |
| OpenAlex | W2094288952 |
| Language | EN |
| Citations received | 6 |
| References cited | 62 |
Purpose The paper aims to fill a substantive gap in the trust literature by analyzing the mediating role of trust across different national groups. It presents a theoretical advantage, from the human resource management perspective, is that the research model was examined within the context of a global pharmaceutical firm characterized by a multicultural workforce. This allowed for controlling organizational culture. Design/methodology/approach The research hypotheses were tested using data regarding only core team employees. Survey data obtained from employees of a pharmaceutical company in Israel, the UK, and Hungary. After the teams in each of the organization's three sites were mapped out, 205 employees working on 62 teams responded to the questionnaire resulting in a good quality of 61 percent response rate. Findings The results of zero‐order co‐relational and confirmatory factor analysis revealed the two trust foci to be interrelated, but distinct, constructs. This finding suggests that employees can develop trust in specific individuals, such as superiors, and generalized representatives, such as the organization. The mixed models analysis suggest that there are significant differences between the Israeli, UK, and Hungarian employees for three of the research variables: trust in the organization, turnover intentions, and organizational citizenship behavior (OCB). Originality/value The paper is one of the first cross‐national empirical studies of its kind to demonstrate the role of trust as a mediator between organizational justice and employee work attitudes and behaviors. In addition, it is one of the first cross‐national studies on trust that controlled both industrial characteristics and organizational culture
Business · Confirmatory factor analysis · Empirical research · Human resource management · Knowledge management · Organizational citizenship behavior · Organizational commitment · Originality · Political science · Public relations · Workforce · Customer Service Quality and Loyalty · International Student and Expatriate Challenges · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Marketing
National context and organizational performance across three sectors
Dynamic versus static culture in international business
A context-specific model of organizational trust
The mediation of trust in country-of-origin effects across countries
Diaspora as the boundary-spanners
Organizational Justice Across Cultures
Alternative Approaches to the Employee-Organization Relationship
Justice as a Mediator of the Relationship Between Methods of Monitoring and Organizational Citizenship Behavior.
Fairness Perceptions and Trust as Mediators for Transformational and Transactional Leadership
Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance.
Relationship between organizational justice and organizational citizenship behaviors
Using Social Exchange Theory to Distinguish Procedural from Interactional Justice
Citizenship Behavior and Social Exchange.
Trust in Management and Performance
Integrating Justice and Social Exchange
The Management of Organizational Justice
Organizational Citizenship Behaviors
Social exchange in organizations
Toward Understanding and Measuring Conditions of Trust
Justice at the millennium
Cutoff criteria for fit indexes in covariance structure analysis
Affect- And Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations.
On the dimensionality of organizational justice
Exchange and Power in Social Life
Trust as a mediator of the relationship between organizational justice and work outcomes
Location, location, location
Individualism‐collectivism as an individual difference predictor of organizational citizenship behavior
The effects of gender in organizational justice perception
Response Rate in Academic Studies-A Comparative Analysis
Trust and the Design of Work Complementary Constructs in Satisfaction and Performance
Perceptions of Reasons for Promotion of Self and Others
Prediction of goal-directed behavior
Scripts, plans, goals, and understanding
Accessibility and stability of predictors in the theory of planned behavior
The Norm of Reciprocity
Back-Translation for Cross-Cultural Research
The role of procedural and distributive justice in organizational behavior
| Unique citing works | 6 |
|---|---|
| Citations per year | 0,4 |
| Citation span | 2011 - 2016 (6) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 6 |