Trust under Pressure Empirical Investigations of Trust and Trust Building in Uncertain Circumstances
Empirical Investigations of Trust and Trust Building in Uncertain Circumstances
Edited by Katinka Bijlsma-Frankema and Rosalinde Klein Woolthuis
Chapter 12: Trust and Contingent Work: A Research Agenda
12. Trust and contingent work: a research agenda Dick de Gilder INTRODUCTION The studying of – and theorizing on – trust in organizational settings has taken ﬂight in the past decade (for an overview, see Kramer and Tyler, 1996; Dirks and Ferrin, 2002). Clearly, there is a shared idea by social scientists that trust plays an important role in organizational life, that trust can be managed by organizations, that it could (or should?) be part of the human resource policies of organizations. This idea is supported by a considerable number of studies directed at establishing the importance of trust in organizations. Particularly in the ﬁeld of leadership, the antecedents and consequences of trust have been well documented. A meta-analysis (Dirks and Ferrin, 2002) has shown that trust in leadership is strongly related to correlates or antecedents such as leadership styles, different justice perceptions and perceived organizational support. Furthermore, trust in leadership appears to be strongly related to hypothesized outcomes, such as organizational commitment, job satisfaction and intent to quit, and less strongly, but signiﬁcantly, related to organizational citizenship behavior (see Organ, 1988) and job performance. The meta-analysis on 106 independent samples thus yields the strongest support so far for the relevance of the concept of trust, although a critical discussion demonstrates the need for further research and the reﬁning of the trust concept (Dirks and Ferrin, 2002). An important potential limitation of much of the research performed so far, is that the settings that are studied seem to be dominated...
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