An Empirical Study on the Organizational Trust

This case study explores the relationship between an organization and its employees. The researchers used social exchange theory and inducement-contribution theory to conduct the study. The research aimed to determine if employees are more innovative when organizational trust is high.

Abstract

Combining social exchange and inducement-contribution theory as our overarching theoretical framework, we examine innovative climate as a boundary condition and organizational trust as a mediating mechanism to explain when and how the employee-organization relationship (EOR) is associated with workplace innovative behavior. We conducted a field study using multi-source data to test our hypotheses. The results indicated that creativity positively predicted innovative behavior through organizational trust, and an innovative climate moderated the indirect effect of EOR on innovative behavior via organizational trust. The theoretical and practical implications of these findings and directions for future research are discussed.

Keywords: organizational trust; employee-organization relationship; innovative climate; innovative behavior; organizational sustainability; sustainability

Source: Ming-Chuan Yu, Qiang Mai,Sang-Bing Tsai and Yi Dai, https://www.mdpi.com/2071-1050/10/3/864/htm
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