Organizational Trust: A Cultural Perspective
Mark N. K. Saunders, Denise Skinner, Graham Dietz, Nicole Gillespie, Roy J. Lewicki
Cambridge University Press, Jun 10, 2010 - Business & Economics
The globalized nature of modern organizations presents new and intimidating challenges for effective relationship building. Organizations and their employees are increasingly being asked to manage unfamiliar relationships with unfamiliar parties. These relationships not only involve working across different national cultures, but also dealing with different organizational cultures, different professional cultures and even different internal constituencies. Managing such differences demands trust. This book brings together research findings on organizational trust-building across cultures. Established trust scholars from around the world consider the development and maintenance of trust between, for example, management consultants and their clients, senior international managers from different nationalities, different internal organizational groupings during times of change, international joint ventures, and service suppliers and the local communities they serve. These studies, set in a wide variety of national settings, are an important resource for academics, students and practitioners who wish to know more about the nature of cross-cultural trust-building in organizations.
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much to do or much ado about nothing?
3 Towards a contextsensitive approach to researching trust in interorganizational relationships
4 Making sense of trust across cultural contexts
5 Examining the relationship between trust and culture in the consultantclient relationship
trust distrust and cultural experience in the auditing profession
a social psychological analysis
a comparison of German and USAmerican NGO partnership strategies
evidence from Turkey and China
organizational change and the consequences for intraorganizational trust
14 The implications of language boundaries on the development of trust in international management teams
15 The dynamics of trust across cultures in family firms
Part IV Conclusions and ways forward
16 Emerging themes implications for practice and directions for research
Other editions - View all
Academy of Management actors American argue auditors benevolence boundaries business relationships chapter client code-switching communication concept conﬁdence conﬂict consulting ﬁrm context contract cooperation corporate cultural differences cultural mosaic cultural spheres cultural tiles deﬁned deﬁnition different cultural difﬁcult Doney Edward Elgar effects employer family ﬁrms ﬁeld ﬁnancial ﬁnd ﬁndings ﬁrst German Ghana groups identiﬁed in-group in-group bias individuals inﬂuence institutional integrity inter-organizational interaction intercultural interpersonal trust interpretations interviews involved Journal language Lebanese levels of trust Lewicki line manager Management Review Mayer Möllering national culture negotiation NGOs Nigeria one’s Orange Revolution organizational culture organizations parties partners partnership perspective power distance professional Psychology reﬂect relations repertory grids respondents risk role sensemaking shared signiﬁcant social social constructionism speciﬁc strategies subcultures teams tions traders trust across cultures trust and distrust trust building trust development trust game trust relationships trust research trustor trustworthiness Ukraine Ukrainian understanding University values Zaheer