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...

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Vydáno v:Organization studies Ročník 42; číslo 9; s. 1409 - 1433
Hlavní autoři: Gustafsson, Stefanie, Gillespie, Nicole, Searle, Rosalind, Hope Hailey, Veronica, Dietz, Graham
Médium: Journal Article
Jazyk:angličtina
Vydáno: London, England SAGE Publications 01.09.2021
Sage Publications Ltd
Témata:
Case studies
Conceptual knowledge
Disruption
Economic crisis
Foundations
International finance
Organization studies
Preservation
Transformation
Trust
organizational disruption
employee trust
trust preservation
trust in organizations
ISSN:0170-8406, 1741-3044
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Shrnutí: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.
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ISSN:0170-8406
1741-3044
DOI:10.1177/0170840620912705