Participation and organizational commitment during change: From utopist to realist perspectives

In Skipton Leonard, Rachel Lewis, Arthur Freedman & Jonathan Passmore (eds.), Handbook of the psychology of leadership, change, and organizational development. Wiley-Blackwell. pp. 289-313 (2013)
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Abstract
Trust has a great potential for furthering 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 conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects 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
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Archival date: 2016-11-08
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