Interpersonal Trust and Its Role in Organizations

Hassan, Masoodul; Toylan, Nilüfer Vatansever; Semerciöz, Fatih; Aksel, İbrahim

doi:10.5539/ibr.v5n8p33

Cited by 24 publications

(23 citation statements)

References 44 publications

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“…Because it is assumed that trust and opportunities to cooperate are essential for intrapreneurial behavior, the participants of the survey have been asked to assess whether they work in an environment of cooperation and trust or monitoring and control. This also relates to previous research concluding that participation, feedback and empowerment of the staff have a positive impact on interpersonal trust (Hassan et al, 2012) and that this might lead to increased productivity and organizational commitment (Nyhan, 2000). Although in 59.0 % of those questioned describe the relationships in their organization to be characterized by cooperation and trust to some extent, the emphasis of this aspect is different.…”

Section: Data Analysis and Findingssupporting

confidence: 78%

“…The first aspect is the task design of daily work and whether that is related to 'coping' or 'expression' (Maslow, 1970), meaning whether employees' tasks are rather prescribed and determined to cope with given challenges or rather intuitive and create to express own ideas and approaches. The second aspect is a description of the relationships within the working environment and whether they are closer to cooperation and trust or monitoring and control (Hassan et al, 2012;Nyhan, 2000). These aspects are considered to be of particular importance, because an intrapreneur requires permanent opportunities to work on and to contribute its creative ideas to flourish.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…It is alarming that 28.0 % of those surveyed state that the relationships in their organization are characterized by monitoring and control, 12% even say strong monitoring and control, what might be an indicator for a rather toxic working environment. However, it is considered to be supportive for intrapreneurship at work that a majority of the survey participants works in an environment of cooperation and trust, as intrapreneurship is much more likely to be successful in such environments (Antoncic and Hisrich, 2001;Hassan et al, 2012). The second aspect set out in table IX is supposed to analyze the characteristics of daily tasks at work and to assess whether they are rather prescribed and determined in relation to Maslow's concept of coping or rather intuitive and creative related to his concept of expression (Maslow, 1970).…”

Section: Data Analysis and Findingsmentioning

confidence: 99%

See 2 more Smart Citations

Intrapreneurship employees' attitude and the appropriate working environment

Reuther¹,

Schumann²,

Borodzicz

et al. 2017

2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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Because of its positive impact on organizational growth and innovation, intrapreneurship has attracted interest in recent times. While its positive impact on organizations benefitted from extensive research over the last years, research on the willingness of employees to adopt intrapreneurial behavior remains low. This paper therefore aims to evaluate the attitudes of employees towards intrapreneurial behavior at work and what kind of working environments are suitable to encourage such behavior. Thereby, the potential risk related to such behavior is placed in the wider risk literature and then critically analyzed. The paper provides a theoretical background on intrapreneurship evincing the development of terms and definitions and identifying relevant authors in this research area. Based on previous research, the analysis of data provides new insights on employees' willingness to adopt intrapreneurial behavior and what working environments might be appropriate to support such behavior and enriches and deepens the understanding of these aspects. The findings show most respondents tended to aspire to intrapreneurial behavior and felt positively motivated towards shaping the organization's future. However, the related working environments are not always suitable and supportive for intrapreneurial behavior. Future research and the collection of further data could further enhance the understanding of employees' behavior and motivation related to intrapreneurship and a distinction of employees' and employers' thoughts might help to gain new knowledge in this field.

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Section: Data Analysis and Findingssupporting

confidence: 78%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Data Analysis and Findingsmentioning

confidence: 99%

See 1 more Smart Citation

Intrapreneurship employees' attitude and the appropriate working environment

Reuther¹,

Schumann²,

Borodzicz

et al. 2017

2017 International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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show abstract

“…Trust is an effective tool in establishing and maintaining work relationships and personal relationships, especially in creating employee confidence in the leadership (Hassan, et al 2012).…”

Section: Research Results and Discussionmentioning

confidence: 99%

The Work Culture of South Korean Companies in Indonesia

Mochklas

Panggayudi

Soenarto³

2019

HSSR

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Research purpose: Analyzing the factors that influence the work culture of South Korean companies in Indonesia. Methodology: The population in this study was employees who worked at a South Korean company in Surabaya. The sampling technique in this study is stratified random sampling. The appropriate data and can be processed as many as 229 people and the data were analyzed in a quantitative manner using SEM-AMOS version 20.0. Main Findings: Work culture in South Korean companies in Indonesia, such as the harmonious relationship in the work culture of South Korean companies in Indonesia is more reflected in indicators of cooperation, work integrity is more reflected in indicators of honesty and further work discipline. reflected by indicators working on time. The work culture of South Korean companies in Indonesia is more dominant in work integrity, which can encourage the quality and quantity of work produced. Implications: Changing cultures requires enormous effort and requires the involvement of all elements in the organization. The role of the leader is very important in shaping the culture of the organization and is crucial in efforts to achieve predetermined goals. By knowing the factors that influence the work culture of South Korean companies in Indonesia, it is hoped that it can provide information to South Korean expatriates to improve the work culture of the company in maintaining its long-term business by building cooperation and relationships with local employees. The novelty/originality of this study: The work culture of South Korean companies in Indonesia is more dominantly demonstrated by work integrity in shaping work culture. The work integrity of a South Korean company is demonstrated by indicators of honesty, confidence, and responsibility in completing work.

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“…Management of formal encouragement is considered as a base for knowledge sharing through which the tacit and explicit knowledge is generated and shared among employees. According to Hassan, Toylan, Semerciöz, and Aksel (2012), human resource practices related to career development and the rewards system are considered more important for knowledge sharing. If the human resource practitioners pay attention on knowledge management processes specifically in knowledge creation and sharing in an organization, they can promote the trust worthy environment in which the knowledge can be shared effectively (Renzl, 2008).…”

mentioning

confidence: 99%

Human resource practices and knowledge sharing: The moderating role of trust

Pervaiz¹,

Imran²,

Arshad³

et al. 2016

IJOL

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Keywords:Human Resource Management, Knowledge Sharing, Performance Appraisals, Compensation, Training. HRM is considered as a backbone for successful organizations and knowledge sharing plays a vital role for an organization to success globally. The purpose of the study is to understand the factors that contribute to knowledge sharing in an organization. This study explains how the effective training, fair compensation and performance appraisal affects the knowledge sharing. The impact of trust on relationship of HR practices and knowledge sharing is also examined. The study empirically analyzes the relationship between HR practices and the knowledge sharing and the strong effect of trust. The correlations, simple and multiple regression tests apply to data. Findings provide evidence of a positive and significant relationship between the HR practices and knowledge sharing in the presence of trust. An organization that wants to enhance the creation, innovation and development of knowledge sharing in organization must pay attention to its HRM practices and on trust worthy environment.

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Interpersonal Trust and Its Role in Organizations

Cited by 24 publications

References 44 publications

Intrapreneurship employees' attitude and the appropriate working environment

Intrapreneurship employees' attitude and the appropriate working environment

The Work Culture of South Korean Companies in Indonesia

Human resource practices and knowledge sharing: The moderating role of trust

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