Trust on employees

Solo disponible en BuenasTareas
  • Páginas : 46 (11444 palabras )
  • Descarga(s) : 0
  • Publicado : 14 de enero de 2011
Leer documento completo
Vista previa del texto
Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior Author(s): Ellen M. Whitener, Susan E. Brodt, M. Audrey Korsgaard, Jon M. Werner Source: The Academy of Management Review, Vol. 23, No. 3 (Jul., 1998), pp. 513-530 Published by: Academy of Management Stable URL: . Accessed: 05/01/2011 14:24
Youruse of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at . JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive onlyfor your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at . . Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profitservice that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact

Academy of Management is collaborating with JSTOR to digitize, preserve and extendaccess to The Academy of Management Review.


Academy of Management Review 1998, Vol. 23, No. 3, 513-530.

ELLENM. WHITENER University of Virginia SUSAN E. BRODT Duke University M. AUDREY KORSGAARD University of South Carolina JON M. WERNER University ofWisconsin at Whitewater
In many approaches to interpersonal and organizational trust, researchers focus on employees' perceptions that their managers are trustworthy. We turn the tables, however, and examine the antecedents of managerial trustworthy behavior and the challenge of initiating trust. Drawing on agency and social exchange theories, we present an exchange relationship framework thatidentifies organizational, relational, and individual factors that encourage or constrain managerial trustworthy behavior.

Imagine driving into work one day and hearing over the radio that your employer had agreed to merge with a rival firm and that the combined company would probably employ at least 10 percent fewer workers. Ciba Geigy employees experienced this scenario in 1996, when they weresurprised to learn about their company's planned merger with Sandoz. In a perfect world, this would never happen. Good news or bad, employees could trust management to give it to them straight, to mean what it said, and always to follow through on promises. But corporate America in 1996is far from perfect. Management has lost credibility, employees are scared, and organizational trust has hit rockbottom (Caudron, 1996:20). At the same time that trust in organizations has hit "rock bottom," researchers have shown that interpersonal trust has significant relationships with many organizational variables, such as the quality of communication (e.g., Muchinsky, 1977; Roberts & O'Reilly, 1974a,b; Yeager, 1978), performance (Earley, 1986), citizenship behavior (McAllister, 1995), problem solving(Zand, 1972), and cooperation (Axelrod, 1984; Deutsch, 1962). Moreover, trust has long been considered funda513

mental to cooperative relationships (Blau, 1964; Deutsch, 1958). In recent reviews scholars have summarized common elements of the many different definitions of interpersonal trust (Hosmer, 1995; Mayer, Davis, & Schoorman, 1995). Drawing on these reviews and the work of others...
tracking img