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.

3. Methods

3.1. Samples and Procedures

Data were collected from 63 companies (small and medium clothing design industry) located at Ningbo, Hangzhou, and Shanghai in China. We collected data from two sources (employees and their immediate supervisors). The employee questionnaire included EOR, organizational trust, innovative climate, and control variables, whereas their supervisor's questionnaire included innovative behavior. The questionnaires were coded and distributed to 971 full-time employees and their immediate supervisors (N = 245). The completed questionnaires were mailed to the authors in a prepaid and preaddressed envelope provided by authors.

Of the original 971 questionnaires, 942 were returned. A total of 935 valid matched questionnaires were kept after dropping problematic questionnaires (e.g., mismatch, incomplete, etc.), and the valid fraction of the questionnaires is 96.29%. Among the 935 samples, 45.13% were completed by males, and 54.87% by females. In terms of age, 20 years old and below accounted for 1.6% of the total, 21–30 years old accounted for 57.76%, 31–40 years old accounted for 31.87%, 41–50 years old accounted for 7.81%, and 50 years old and above accounted for 0.96%. Education was self-reported by employees on "How many years they were educated", the average educated years of employee is 14.676 (SD = 1.824). The average tenure of the employee was 5.42 years (SD = 5.21).