In the social sciences literature, the concept of “trust” as an important phenomenon has been increasingly recognized. Basically it shows us the nature and importance of establishing and maintenance of trust in building business to business and interpersonal relations. In particular, employees’ trust in their leaders has been regarded as an effective tool behind positive organizational outcomes. Therfore, within the organizational context, the main purpose of this conceptual paper is to review the current literature on interpersonal trust, its antecedents and consequences. The review of the existing research has summarized the main findings on associations between participation in decision making, feedback from and to employees, employee empowerment, and interpersonal trust (between supervisor and employees). Finally, this conceptual paper has suggested that trust-building practices between managers and workers can positively lead to high productivity and organizational commitment in all the organizations whether public or private

No abstract

This study aims to explain the knowledge sharing behavior of business teachers of Pakistani Universities using the theory of planned behavior. For this purpose, data was collected from 157 business teachers serving in the Pakistani Universities. Smart-PLS has been used to analyze the collected data. Factor analysis and Cronbach’s alpha confirmed the validity and reliability of the measurement scales. Similarly, Structural model were applied to find out the relationship among independent variables (attitude towards knowledge sharing, subjective norms of knowledge sharing, perceived behavioral control of knowledge sharing) and dependent variable (knowledge sharing intention and knowledge sharing behavior). The findings show positive and significant relationship among all the study variables.

The paper explains the effects of internal and external team learning behaviors on the performance of marketing teams. The survey was conducted in the context of a multinational Pharmaceutical Corporation marketing its products in Turkey. Data were collected from members of marketing team which included medical sales representatives, specialized medical sales representatives and districts heads of marketing. The results indicate that both the internal team learning and the external team learning behaviors play significant roles in ensuring the success of marketing teams in continuously identifying, anticipating and satisfying the customer requirements profitably through an efficient deployment of the marketing teams' resources. Keywords:Team learning, team performance, organizational learning, Individual learning 1. Introduction Gryskiewicz (1999) argues that to develop a favorable climate for creativity, innovation and renewal, the organizations need to develop teams which work on a shared philosophy, are interdependent and are keen to learn on how to enhance their performance by working together. The relationship between team performance and the collective intelligence of a team has a larger value compared to the sum of intelligence of individual members (Senge 1992). Therefore, the leaning-performance phenomenon, which adequately demonstrates synergy (Christopher, Pearson and Entrekin 2003), fosters higher levels of adaptability, productivity and creativity than any individual employee can offer, and eventually results in sophisticated, innovative and comprehensive solutions to the organizational problems (Beers 2005;Savelsbergh, Heijden. and Poell 2007). Savelsbergh et al. (2007) (2001) have also cited the findings of Kilgore (2001) on collective learning by asserting that certain learning behaviors originated from collective system and social interaction lead to the emergence of collective learning products such as shared ideas, beliefs, mental models, knowledge and action and help individuals to engage in integration process. As such, team learning can be regarded as a social phenomenon. Christopher et al. (2003) found that the use of teams provides the merits of empowering people to utilize their abilities effectively which allows the managers to focus their attention on strategic priorities instead of just supervising the subordinates which eventually not only improves their efficiency (Entrekin and Court 2001) but also brings knowledge, skills and experience to the workplace (Avery 2000). These intellectual assets help in operating the organization effectively and efficiently (Brooks 1994) through creating synergies (Jassawalla and Sashittal 1999). The enhancement of team learning accumulated through the deployment of cross-functional teams helps in gaining greater competitive advantage (Banker, Field, Schroeder and Sinha 1996), enhancing continuous improvements of quality, innovation, customer satisfaction (Boyett and Conn 1991) as well as the employee satisfaction; reducing cost and improvin...

Bu çalışmada çalışanlarda algılanan kurumsal destek ve lider-üye etkileşiminin kariyer tatminine olan doğrudan ve öz-yeterlilik üzerinden dolaylı etkileri araştırılmıştır. Araştırmanın modeli sosyal değişim teorisi ve sosyal bilişsel kariyer teorisinden faydalanılarak oluşturulmuştur. Algılanan kurumsal destek ve lider üye etkileşiminin kariyer tatmini üzerinde hem doğrudan hem de öz-yeterlilik üzerinden dolaylı istatistiksel etkisi test edilmiştir. Araştırmanın verileri çevrim içi anket yoluyla İstanbul’da faaliyet gösteren bir eğitim ve danışmanlık firmasından eğitim almış 28 işletmenin 524 çalışana ulaşılarak toplanmıştır. Analiz sonuçlarına göre algılanan kurumsal destek ve lider üye etkileşiminin kariyer tatmini üzerinde doğrudan ve öz-yeterlilik üzerinden dolaylı istatistiksel etkisi olduğu görülmüştür. Buna göre araştırmanın bulguları çalışmanın tüm hipotezlerini destekler niteliktedir.