The phenomenon of trust is currently under focus in sociological discourse. Interest in the topic of organizational trust is due to an increasing number of studies proving its positive role in performance of organizations and employees, in increasing the economic efficiency of enterprises, stimulating the processes of its technical and technological modernization. In this regard, there is a need to search for factors conducive to building trust. One area of such research is the study of interaction of trust and organizational justice. However, existing publications do not give a definite answer regarding a direction of influence of these phenomena: some authors argue that trust is formed under the influence of organizational justice, others believe that the influence is vice versa. An additional argument in favor of the relevance of this topic is that the existing studies poorly reflect the specifics of Russian enterprises, since the topic of organizational trust is still under-examined in the domestic scientific literature. This article aims to empirically test hypotheses about the relationship between trust and organizational justice based on research materials carried out at one of the largest Russian enterprises. The objectives of the study were as followed: characterization of trust and organizational justice in various groups of personnel, assessment of impact of various types of organizational justice on vertical organizational trust. The empirical basis of the study is the materials of structured interviews of workers of the main production unit and engineering workers, conducted at one of the largest oil and gas industrial enterprises of the Perm Krai in 2021 (n = 792 people). The authors used the method of a continuous survey of workers at their workplaces in subdivisions. The novelty of the study lies in the fact that for the first time, based on the materials of a survey of Russian workers, the relationship between trust and organizational justice at different stages of a career in an organization was empirically analyzed. Furthermore, the contribution of various types of organizational justice to the formation of employee trust in management was illustrated. In accordance with the results of the study, the authors found out that organizational justice affects vertical trust in an organization: the more fair the organizational conditions are perceived by employees, the higher the level of trust in management. The authors point out that interpersonal and procedural justice have the major influence on the formation of vertical trust in an organization, but their role changes depending on length of service. It is concluded that in order to increase the level of vertical trust, the internal social policy of an organization should include technologies for both organizational analysis and the development of justice of intra-organizational relations, which, in turn, will contribute to an increase of productivity and efficiency of an organization.

The relevance of the topic is justified by the objective need to modernize domestic enterprises in response to the changing conditions and increasing uncertainty of the external competitive environment. The success of implementing various innovations in an organization largely depends on the support for innovative projects from its employees. Organizational trust is considered as one of the conditions for the formation of such support. Organizational trust is defined as the acceptance of vulnerability based on the confidence in one’s expectations towards others. Standardization of these expectations in the form of values and norms is provided by organizational culture. Based on theoretical arguments and results of empirical research conducted by both Russian and foreign authors, the paper reveals the influence that organizational culture elements and management practices have on the development of organizational trust. The analysis focuses on the interpersonal level of the formation and development of organizational trust in situations of horizontal and vertical interaction. The literature review allowed us to identify the main cultural and managerial factors for the formation of organizational culture of trust. The regularities that reflect the conditionality of organizational trust are formulated: it depends on the degree of consistency of organizational goals, values, and norms; the manifestation in organizational rituals and activities; a supportive management style; an open control system and a fair system of sanctions. It is shown that the literature pays insufficient attention to the specifics of trust formation as a factor of industrial enterprises modernization. A list of research hypotheses about the influence of organizational culture elements on organizational trust is formulated, which can become the basis for the study of the process of forming organizational culture of trust at industrial enterprises.

This paper analyses the academic literature on the role of enterprises in addressing sociocultural risks at the regional level in contemporary Russia. The studied literature was collected using two sources: the database of the Institute of Sociology of the Russian Academy of Science and the Russian Scientific Electronic Library “eLIBRARY.RU”. The search time¬scale covered the period between 2000 and 2019. Two questions informed the literature search and analysis: 1) What sociocultural risks are identified in the literature? 2) What is the role of enterprises in addressing these risks? The results show that the academic literature distinguishes between two categories of sociocultural risks. Firstly, the risks causing the dysfunction of socio-economic and political structures. Secondly, the risks related to the deterioration of moral values, cultural traditions and social identities at individual, community, and national levels. The role of enterprises in addressing these risks is revealed in two areas. Firstly, these are the corporate social responsibility (CSR) practices: provision of social benefits to employees, supporting vulnerable groups in local communities, investing in educational and sport activities and events. Secondly, some enterprises introduce innovative instruments, such as sociocultural projects. However, most studies of such projects refer to either small or non-industrial enterprises. Further analysis should focus on the implementation of sociocultural projects by the industrial enterprises at the regional level in Russia, since there is a lack of empirical studies in this area.