PurposeThe purpose of the paper is to explore the interrelations between organizational trust and ethics management tools as well as ethical organizational practices in a post‐socialist context.Design/methodology/approachA conceptual framework of the interrelations among organizational trust, ethics management tools and ethical organizational practices is reasoned and the interrelations among the variables are explored using quantitative methods of data analysis. The method of data gathering is a questionnaire survey that was carried out in Lithuania which is taken as an example of a post‐socialist society where trust is rather low. In total, answers from 519 respondents were collected.FindingsThe empirical findings confirm the interdependence of the variables. A significant dependence of organizational trust on ethical organizational practices has been established.Research limitations/implicationsThe research findings imply that ethics management tools just weakly predict emergence of organizational trust in the organizations operating in a post‐socialist context. Rather, organizational practices which integrate ethical principles are considerably more important to building organizational trust. This is a peculiarity of a post‐socialist context where people were used to the relativity of the declared values and ideas, therefore, tend to search for evidence of value realization in practice. However, since post‐socialist societies differ in their socio‐historical past, this claim is not a generalization.Practical implicationsThe paper provides managerial implications how to advance organizational trust in a post‐socialist context.Originality/valueThe research paper provides empirical evidence on the interrelations among organizational trust, ethics management tools and ethical organizational practices, which is scarce in the existing literature on organizational trust. In particular, neither the interrelation between ethics management tools and organizational trust nor a combined effect of ethics management tools and ethical organizational practices on organizational trust has been empirically tested. Thus, the paper fills in this gap in the related literature.

in fostering the organisational capacity to innovate. In this paper, a different context is taken to test hypothesized differences between the two multidimensional phenomena. The paper discusses the findings of 2 surveys in Finnish and Lithuanian public organisations (respectively, n FI =477 and n LT =757). Data analysis shows that ethical organisational culture affects organisational innovativeness, in particular process and behaviour innovativeness in both organisations. The findings suggest that some ethical virtues such as congruency of management, discussability and clarity can be explained by an institutional rather than sociocultural context. However, the effect of transparency and sanctionability in the Finnish organisation and congruency of supervisors, supportability and feasibility in the Lithuanian organisation rests on peculiarities of a socio-cultural context.

This study examines the medical profession in post-Soviet society, where women have been in the majority of the physicians for almost seven decades. It examines pediatricians' and surgeons' definitions of the professional skills and qualities needed for ''good'' work. Lithuania is used as a case study. Thirty-six semi-structured interviews were conducted in 2005 with male and female surgeons and pediatricians in Lithuania. The results show that the gender composition of the specialty-surgery being a male-dominated and pediatrics a female-dominated specialty-tended to influence the way that physicians perceived the qualities needed for good work. For surgeons, male-gendered qualities were prerequisites for being a good surgeon: physical strength and being in control. Female surgeons added a female-gendered quality-empathy and compassion-that made them good surgeons. A good pediatrician had a holistic and empathic approach and an ability to communicate, which were seen as female-gendered skills. Male pediatricians experienced otherness in this specialty but did not, as women surgeons did, offer a counter discourse in order to legitimate themselves as being as skilled as women.

The paper focuses on the mediating effect of organizational trust and its cognitive and affective components on the impact of leadership relationship on different forms of organizational innovativeness such as product, market, behaviour, process and strategy. The empirical data was collected in a public organization (n=757) in Lithuania in 2013. A series of regression analysis suggest that organizational trust has partially mediating effect on the studied relationship. Leadership relationship and organizational trust have the strongest explanative power for behaviour innovativeness. In particular, the affective component of organizational trust influences the effect of leadership relationship on this form of innovativeness. Besides, affective trust plays a more significant role than cognitive trust in increasing processes innovativeness. However, cognitive trust is more powerful in accounting for development of product innovativeness. The authors discuss managerial implications to the studied sector organizations and suggest some directions for further research. The type of the article: Empirical study.

The aim of this paper is to study the effect of leadership relationship on the interplay between ethical culture of an organisation and organisational trust, in particular, its affective and cognitive components in public and private sector organisations in Lithuania. The empirical data were collected with an electronic and paper survey using a standardised questionnaire in 2013-2014 (n=1070, seven private organisations, npr=313 and one public organisation, npub=757). A series of linear regression analysis established a mediating effect of leadership relationship on the interplay between ethical culture of an organisation and organisational trust in private organisations, without significant difference on its affective and cognitive components.