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dc.contributor.authorJohansen, Svein Tvedt
dc.contributor.authorSelart, Marcus
dc.date.accessioned2014-04-20T13:52:37Z
dc.date.accessioned2014-12-12T09:02:01Z
dc.date.available2014-04-20T13:52:37Z
dc.date.available2014-12-12T09:02:01Z
dc.date.issued2005
dc.identifier.citation[Eds.] New Perspectives on Organizational Change and Learning p. 259-279, Fagbokforlaget, 2005nb_NO
dc.identifier.isbn978-82-450-0288-1
dc.identifier.urihttp://hdl.handle.net/11250/227075
dc.description.abstractTrust 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.isoengnb_NO
dc.publisherFagbokforlagetnb_NO
dc.titleExpanding the Role of Trust in Organizational Changenb_NO
dc.title.alternativeExpanding the Role of Trust in Organizational Change
dc.typeChapternb_NO
dc.date.updated2014-04-20T13:52:37Z
dc.source.pagenumber259-279nb_NO
dc.identifier.cristin544321


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