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Expanding the Role of Trust in Organizational Change

Johansen, Svein Tvedt; Selart, Marcus
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URI
http://hdl.handle.net/11250/227075
Date
2005
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  • Articles (SOL) [143]
Original version
[Eds.] New Perspectives on Organizational Change and Learning p. 259-279, Fagbokforlaget, 2005  
Abstract
Trust has a great potential for furtheri

ng our understanding of organizational change and

learning. This potential however remains largely

untapped. It is argued that two reasons as

for why this potential remains unrealized are:

(i) A narrow conceptualiz

ation of change as

implementation and (ii) an emphasis

on direct and aggregated effect

s of individual trust to the

exclusion of other effects. It is

further suggested that our unde

rstanding of the effects of trust

on organizational change, should benefit from in

cluding effects of trus

t on the formulation

stage. It should also benefit from exploring the

structuring effects of tr

ust in organizations.

Throughout this chapter, ways to extend curre

nt research on trust in organizations are

suggested. The chapter also provides examples of

relevant contributions

where available. In

order to capture organizational ef

fects of trust, it is suggested

that trust should be studied

over longer time intervals, and include several

referents of trust, spanning both horizontal

and vertical relationships in the organization.
Publisher
Fagbokforlaget

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