A study on organizational trust content in Chinese business organizations

Testing the organizational trust contents of coast guard organizations in Taiwan

“…Apart from the hierarchical authority in Chinese culture, there are other possible reasons. Chinese leaders often assign works according to trust and base promotions mainly on the trustworthiness of subordinates (Ma et al , 2021). Also, the theory of attribution may offer another reason.…”

“…Contrastingly, several studies about the Chinese leadership style of upper management (Kao, 2017; Ma et al , 2021) suggest that the leaders of Chinese organizations have a paternalistic leadership style. However, one of the central ideas of Confucianism is to achieve and maintain social harmony (Cazal, 1994) and harmony is achieved by proper interpersonal relationship and social interaction (Huang et al , 2014).…”

“…Therefore, many scholars have been attracted to studying Chinese enterprises. For example, Lin and Shin (2021) explored the relationship between OT and the innovative behaviors of teachers in Chinese universities, and Ma et al (2021) explored OT issues about Taiwanese businessmen in Mainland China. In addition, some scholars initiated their work from the perspective of guanxi in Chinese society (Luo and Cheng, 2015).…”

“…Organization, supervisors and colleagues were included in the article "Manifestation of Internal CSR on Employee Engagement: Mediating Role of Organizational Trust" by Soni and Mehta (2020), and the study of organizational trust and employee engagement by Mohanty and Arunprasad (2020). The OT dimension was extended from employees' trust in the organization to trust in the boss's leadership, handling ability and decision-making skills, as well as in the ability of colleagues to work, help and treat fairly (e.g., Vidotto et al, 2008;Tan and Lim, 2009;Chen et al, 2015;Mohanty and Arunprasad, 2020;Ma et al, 2021). Cummings and Bromiley (1996) developed the OTI model with nine structural factors to measure OT, three components that precede human behavior (cognition, affect and intended behavior) for each of the three dimensions of OT: (1) keep commitment (KC), (2) negotiate honestly (NH) and ( 3) not to take excessive advantage (NTEA).…”

“…In the 21st century, there has been an apparent increase in the public distrust of leaders or organizations. OT has a major effect on the work attitudes and behavioral characteristics of employees, and is the key factor to their voluntary cooperation (Ma et al , 2021). In a meta-analysis of OT, Su et al (2020) pointed out that members might exhibit behaviors that would be beneficial to the organization through mutual trust.…”