Repairing trust within teams after organizational change

PurposeThis study examines trust-repair practices at the team level after organizational change.Design/methodology/approachA qualitative research approach was adopted, and data were collected from key informants through focus group discussions and interviews. The data analysis involved thematic coding and followed the structured procedure.FindingsThis study found that after organization change, trust can be repaired at the team level by improving team leaders' information sharing and knowledge in change management, and by enforcing communication, collaboration and ethical behaviour among team members.Research limitations/implicationsThis paper makes three key contributions by (1) identifying trust violations in teams, (2) proposing trust-repair mechanisms and (3) extending the understanding of trust-repair and preservation at the team level following organizational change.Practical implicationsThis paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.Originality/valueThis paper outlines active trust-repair mechanisms in an organizational change context and expands the current theory by presenting novel insights into organizational trust-repair at the team level. This study contributes to trust literature by proposing promising avenues for future trust-repair research.

Employee trust repair after organizational change

PurposeThis study examines the trust-repair practices after organizational change.Design/methodology/approachPrevious research on this topic is limited, so an abductive qualitative research approach was adopted. The data were collected from key informants through focus group discussions and interviews.FindingsBeyond previous research findings, this study identified that employee trust can be repaired after benevolence-based trust violations by enforcing ethical behavior and fostering managers' emotional intelligence and after competence-based violations by fostering the sense-making process and by involving third parties in trust recovery. In addition, transparent information sharing and strong management actions predict positive trust outcomes in a change context.Research limitations/implicationsThis paper makes three key contributions to the literature on organizational trust by (1) identifying trust violations after organizational change, (2) proposing a process model on trust repair and (3) extending understanding of trust repair practices by revealing new elements.Practical implicationsThis study provides practical information from a real work context and can improve managers' understanding of active trust-repair practices.Originality/valueThis paper outlines active trust-repair practices in an organizational change context and expands the current theory by presenting novel insights into organizational trust repair. In addition, this paper contributes to the trust-repair literature by proposing promising avenues for future trust repair research.

Preserving Organizational Trust During Disruption

How is organizational trust preserved during times of disruption? We address this question, building on the concept of active trust which views trust as an ongoing accomplishment constituted by reflexive actors. Drawing on a multi-case study of four organizations that experienced major disruption in response to the global financial crisis of 2009, we contribute to trust theory in three ways. First, we extend beyond the current focus on trust building and repair by developing conceptual understanding of trust preservation as a distinct phenomenon. Second, we develop a theoretical model that explains how organizational actors accomplish the preservation of employees’ trust in their organization. We identify three trust preservation practices used in the successful case organizations – cognitive bridging, emotional embodying and inclusive enacting – and show that organizational members’ understanding of the established foundations of trust in the organization, and their ability to mobilize these, are critical to the preservation of trust. Third, we position trust preservation as a manifestation and extension of active trust, and show that for trust to be preserved in disruptive contexts, both familiarization and transformation of existing trust practices are required.

PEMASARAN BERBASIS HUBUNGAN PADA KERJASAMA PERGURUAN TINGGI NEGERI: KASUS INSTITUT PERTANIAN BOGOR

IPB University should implement its function: teaching, research and community services through collaboration with external partners, especially in national scope. However, the Memorandum of Understanding sometimes did not follow by concrete programs. In addition, the university should maintain string relationship to improve it partner’s commitment. Therefore, it is necessary to analyze the factors of relationship marketing to IPB’s partners. This study used survey methods to 100 respondents with questionnaire as the tool. The study used descriptive analysis to describe partner profiles and answers with top three boxes method. The results identified that based on location, partners were concentrated in Java with the most types of institutions are district and city governments. Cooperation initiators generally come from partners. The maximum duration of cooperation is 1-5 years. Number of collaboration 1-5 activities dominate partners. In general, partners are still actively collaborating with IPB, with more active MoU compared to those that are non-active. Trust has the highest perception value of respondents and followed by communication and shared values. Partner's perception of commitment to cooperation and satisfaction is good, while the benefits of cooperation are categorized sufficient. The variable relationship benefits need to be of concern to IPB and be improved by increasing competencies, human resources and appropriate technology that are applicable to the industrial world and local governments.