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.

4. Discussion

4.3. Limitations

There may be some limitations in this study. First, our data was cross-sectional, therefore, we could not infer causality relationships between any two variables. Future studies can collect multi-wave data to test the causality relationship between the key variables in this study. Secondly, consistent with previous studies, we measured EOR, organizational trust, and innovative climate by employee self-report and rate employee innovative behavior by supervisors to avoid common method biases in the study. However, supervisors' ratings of the innovative behaviors of their employees were subjective in our study. Future research could use objective indicators to measure innovative behavior to avoid this problem. Thirdly, on the one hand, we conducted this study in China, thus, the universality of our conclusions need to be further tested. In the future, researchers can collect data from other countries to test conclusions of this study. On the other hand, we used social exchange theory, developed in a western context, to explain our research model. Whether the existing western theory is applicable to the Chinese situation has always been a controversial issue. However, social exchange theory has been used in a great number of studies conducted in the Chinese context, and we believe that this issue may have an impact on the conclusions of this study, but it is not a significant one.