Trust as a consequence of perceived commitment: Implications on learning and innovation

Cruz, Joaquín García; Fernández, Juan Carlos Real

doi:10.5295/cdg.110282jg

Cited by 6 publications

(6 citation statements)

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“…In the studies we conducted, we found trust is related to (NELSON, QUICK, 2003), communication (BECERRA, GUPTA, 2003;PORUMBESCU, PARK, OOMSELS, 2013), control mechanisms (DAS, TENG, 1998;KHODYAKOV, 2007;REED, 2001), risk (EARL, 2010;LIU, WANG, 2013) and creativity and innovation (BARSH, CAPOZI, DAVIDSON, 2008;GARCÍA-CRUZ;REAL, 2013;KOHTAMÄKj;KEKÄLE, VIITALA, 2004). Baird and St. Amand (1995) and Sako (1998) state that trust leads to increased productivity, reduced absenteeism and turnover, and promotes a favorable environment to creativity and innovation.…”

Section: Trustmentioning

confidence: 95%

Organizational Trust, Risk and Creativity

Rodrigues

Veloso

2013

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The competitiveness has guided companies to an investment in creativity as a means of innovation. Organizational trust has a positive impact in organizations, leading to an increase in cooperation, creativity and innovation. We start with the question: can trust in leadership influence the behaviour of employees to risk more new ideas? 244 employees of different functional arear and levels of work seniority participated in this study. We detected that there is a positive relationship between trust and behaviour to provided new ideas. Employees from nonproductive areas have higher levels of trust in leadership and as such take more risks in creating new ideas, than direct employees.Keywords: _ Creativity. Organizational trust. Risk. RESUMOA competitividade direcionou as empresas na aposta da criatividade como meio da inovação. A confiança organizacional tem um impacto positivo nas organizações, promovendo a cooperação, a criatividade e a inovação. Partimos da questão: será que a confiança na chefia é suscetível de influenciar o comportamento dos colaboradores em arriscar mais novas ideias? Deste estudo participaram 244 sujeitos de diferentes áreas funcionais e tempo de trabalho. Verificou-se uma relação positiva entre confiança e comportamento de arriscar novas ideias. Os colaboradores indiretos têm maiores níveis de confiança na chefia e arriscam mais novas ideias do que os diretos. Ana Filipa Correia Rodrigues / Ana Luísa de Oliveira Marques Veloso promoviendo la cooperación, creatividad e innovación. Partimos de la cuestión: ¿la confianza en los jefes podría influir en el comportamiento de los empleados a la hora de arriesgar a proponer nuevas ideas? En el estudio participaron 244 individuos de diferentes áreas funcionales y con distinta antigüedad. Se comprobó que existía una relación entre la confianza y el riesgo al proponer nuevas ideas. Los empleados indirectos tienen un mayor nivel de confianza en los jefes y arriesgan más con nuevas ideas a diferencia de los empleados directos. PalavrasPalabras clave: Creatividad. Confianza organizacional. Riesgo.

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Section: Trustmentioning

confidence: 95%

Organizational Trust, Risk and Creativity

Rodrigues

Veloso

2013

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“…11 Enero -Junio 2017 RICEA El establecimiento de mecanismos para compartir el conocimiento en la organización no es una tarea sencilla. Debido a su naturaleza personal, es difícil definir, expresar, transmitir y compartir, por lo que el aprendizaje en la organización permite la adquisición y creación de conocimiento así como su generación y diseminación (Jiménez y Sánz, 2006;García y Real, 2013).…”

Section: Issn: 2007 -9907unclassified

“…El conocimiento es útil para generar nuevas ideas, sin embargo, el aprendizaje es el conducto para definir, transmitir y compartir el conocimiento dentro de la organización (Jiménez y Sánz, 2006;García y Real, 2013).…”

Section: Issn: 2007 -9907unclassified

El marketing interno y la orientación al aprendizaje como antecedentes a la innovación en las pequeñas y medianas empresas en Aguascalientes

Martínez

Serna

2017

RICEA

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Vol. 6, Núm. 11Enero -Junio 2017 RICEA El marketing interno y la orientación al aprendizaje como antecedentes a la innovación en las pequeñas y medianas empresas en Aguascalientes estructurales para analizar una muestra de 250 pymes. Los resultados señalan que el marketing interno y la orientación hacia el aprendizaje influyen positivamente en la innovación.Asimismo se comprueba que el marketing interno ejerce un efecto positivo estadísticamente significativo a un nivel de p<0.01 con un coeficiente path estandarizado de 0.218, con un valor t=(2.583) y la orientación al aprendizaje a un nivel de p<0.01 con un valor del coeficiente path estandarizado de 0.251 y valor t= (2.840). Para la implementación de ambas estrategias, recurso humano resulta es la clave para que los directivos dirijan sus esfuerzos; ambas estrategias (marketing interno y orientación al aprendizaje) se complementan para incrementar la innovación en productos, procesos y gestión.Palabras claves: Marketing interno, orientación al aprendizaje, innovación, PYME. AbstractHuman capital has become a task in continuous evolution, given the importance that represents for organizations, por otro lado, on the other hand, innovation in organizations brings competitive advantages for the market that serve. The scientific literature on the subject identifies two orientations that are background to generate higher levels of innovation: the internal marketing and learning orientation. Certainly, human capital is the basis for its implementation. The objective of the present study was to examine whether the level of innovation rises also by the increase in the ratio of internal marketing and learning orientation, in other words, if they are constructs history to the capacity for innovation in Small and Medium-sized Enterprises ( Also checks to see that the internal marketing has a statistically significant positive effect to a level of p<0.01 with a coefficient standardized path of 0.218, with a value t=(2.583) and orientation to learning at a level of p<0.01 with a standardized 0.251 path coefficient value and value t = (2.840). Is for the implementation of both strategies, human resources is the key to managers directing their efforts; both strategies (internal marketing and learning-oriented) complement each other to boost innovation in products, processes and management. Revista Iberoamericana de Contaduría, Economía y Administración ISSN: 2007 -9907Vol. 6, Núm. 11 Enero -Junio 2017 RICEA Key Words: internal marketing, orientation to learning, innovation, SME. ResumoCapital humano tornou-se uma tarefa em constante evolução, dada a importância que representa para as organizações; Por outro lado, a inovação nas organizações traz vantagens competitivas para o mercado a que servem. A literatura científica sobre o assunto identifica duas orientações que são importantes antecedentes de gerar níveis mais elevados de inovação: mercado interno e orientação de aprendizagem. Sem dúvida, o capital humano é a base para a implementação. O objetivo deste estudo foi analis...

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“…Furthermore, trust is conceived as a necessary element of cohesion that provides consistency to social structures (García and Real, 2013), evidencing its importance for interpersonal relationships in a work team and impacting directly on the performance of an organization. Nevertheless, the trust a manager demonstrates towards his employees is perceived by the latter as a sign of organizational support, thereby impacting on the need to become involved in the development of a learning culture (García and Real, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…The positive relationship between Commitment and Trust (Guinalíu and Jordan, 2016), and between Commitment and Organizational Commitment to Learning (García and Real, 2013), allow us to consider that cultivating the trust of employees in the company is a determining factor to impact performance positively. Guinalíu and Jordán (2016), in their research on building trust in virtual work teams, validate the hypotheses that link empathy, justice and leadership style with trusting the leader.…”

Section: Introductionmentioning

confidence: 99%

Trust as a mechanism to improve organizational performance

Buenaventura-Vera

Gudziol-Vidal²

2020

cuad.adm.

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This paper designs and contrasts a relational model between the trust of collaborators in organizations and the performance of the company, mediated by the organizational commitment to learning and the commitment of employees to the company. As key objectives, a double mediation model is tested in the relationship between intra-organizational trust and the firm’s performance, through the organization’s commitment to learning and the commitment of collaborators to the company. Using a 31-item survey, the goodness of the model was evaluated with a sample of 161 individuals from different organizations in southwestern Colombia. The proposed model and its respective adjustment indexes were tested by using structural equations (SEM) modeling and the AMOS software package. The results demonstrate the empirical evidence, by statistically contrasting the model that posits the existence of relationships among the variables of the relational model. The findings made it possible to set parameters for the management of competencies and skills that contribute to the improvement of organizational performance.

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Trust as a consequence of perceived commitment: Implications on learning and innovation

Cited by 6 publications

References 73 publications

Organizational Trust, Risk and Creativity

Organizational Trust, Risk and Creativity

El marketing interno y la orientación al aprendizaje como antecedentes a la innovación en las pequeñas y medianas empresas en Aguascalientes

Trust as a mechanism to improve organizational performance

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