dc.contributor.author | Johansen, Svein Tvedt | |
dc.contributor.author | Selart, Marcus | |
dc.date.accessioned | 2014-04-20T13:52:37Z | |
dc.date.accessioned | 2014-12-12T09:02:01Z | |
dc.date.available | 2014-04-20T13:52:37Z | |
dc.date.available | 2014-12-12T09:02:01Z | |
dc.date.issued | 2005 | |
dc.identifier.citation | [Eds.] New Perspectives on Organizational Change and Learning p. 259-279, Fagbokforlaget, 2005 | nb_NO |
dc.identifier.isbn | 978-82-450-0288-1 | |
dc.identifier.uri | http://hdl.handle.net/11250/227075 | |
dc.description.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. | nb_NO |
dc.language.iso | eng | nb_NO |
dc.publisher | Fagbokforlaget | nb_NO |
dc.title | Expanding the Role of Trust in Organizational Change | nb_NO |
dc.title.alternative | Expanding the Role of Trust in Organizational Change | |
dc.type | Chapter | nb_NO |
dc.date.updated | 2014-04-20T13:52:37Z | |
dc.source.pagenumber | 259-279 | nb_NO |
dc.identifier.cristin | 544321 | |