USP-D - EAWOP 2013 „High Trust Culture – A driver of organizational and leadership success“

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Ein Beitrag von Petra Schulte zu Vertrauenskultur auf dem 16. Kongress der European Association of Work and Organizational Psychology (EAWOP) in Münster

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USP-D - EAWOP 2013 „High Trust Culture – A driver of organizational and leadership success“

  1. 1. www.usp-d.comUSP-D Deutschland Consulting GmbH 24th May 2013eawop congress 2013High Trust Culture – Driving Organizational & Leadership Success
  2. 2. www.usp-d.comPetra SchulteManaging Director USP-D Germany and USP-D Austriawww.usp-d.comPetra SchulteManaging Director USP-D Germany and USP-D Austriawww.usp-d.comWelcome!2
  3. 3. www.usp-d.comeawop 2013 – High Trust CultureUSP-D1 State of the Art2 New Perspective/Contribution3 Conclusion and Implications for ResearchAgenda3
  4. 4. www.usp-d.comeawop 2013 – High Trust CultureUSP-DBackground and Relevance“Trust” as subject for search and research?Personnel Development addresses people and their growth incompetencies, personality, effectivenessStrategic Personnel Development corresponds with OrganizationalDevelopmentMost common reason for strategic development measures:change4
  5. 5. www.usp-d.comeawop 2013 – High Trust CultureUSP-DBackground and RelevanceStarting PointOrganizations face- growing diversity (people, cultures, business portfolios)- reduced availability of resources: experts/talents/potentialsOrganizations ask for- multiplication of positive effects: high speed, wide spread- efficiency of measures: less investment of time/moneyThe common denominator often is “trust”.5
  6. 6. www.usp-d.comeawop 2013 – High Trust CultureUSP-D6Edelman Trust Barometer 2011Source: Edelman Trust Barometer 2011, Management Summary, p.7Quality, transparency, trust, and employee welfare are most important to corporate reputationHow important are these factors to corporate reputation?
  7. 7. www.usp-d.comeawop 2013 – High Trust CultureUSP-DState of the art: Definition of TrustAn integrative model of organizational trust (Mayer et.al. 1995,Schoormann et.al. 2007)View: Trust is based on relationship“Trust is the “willingness to take risk,” and the level of trust is anindication of the amount of risk that one is willing to take”Schoorman et.al. (2007, 346)7
  8. 8. www.usp-d.comeawop 2013 – High Trust CultureUSP-DState of the art: The concept of TrustworthinessThree factors contribute to trust (Mayer et.al. 1995)Ability: Ability is that group of skills, competencies, and characteristicswhich enable a party to have influence within some specific domain(p.717).Benevolence: The extent to which the trustee is believed to want to dogood to the trustor (p.718).Integrity: The perception that the trustee adheres to a set of principlesthe trustor finds acceptable (p.719).8
  9. 9. www.usp-d.comeawop 2013 – High Trust CultureUSP-DState of the art: A model of organizational trustMayer et.al. 19959
  10. 10. www.usp-d.comeawop 2013 – High Trust CultureUSP-D1 State of the Art2 New Perspective/Contribution3 Conclusion and Implications for ResearchAgenda10
  11. 11. www.usp-d.comeawop 2013 – High Trust CultureUSP-DFour Levels of TrustIntrapersonal trustInterpersonal trustIntraorganisationaltrustInterorganisationaltrustTrust in one‘s own capacities (Selbstvertrauen)Trust reduces complexity (Neubauer, 1999)Trust in one‘s own organization or trust in one‘s ownteam, departmentTrust that is directed towards the organization (e.g.from suppliers and customers) (Neubauer, 1999)11
  12. 12. www.usp-d.comeawop 2013 – High Trust CultureUSP-DPossible first steps / interventions for organizationsCreating awarenessAnalyzingthe status quoSelling the ideaDevelopingsolutions…trust as agenda topic of management team jour fixe…desktop research on fluctuation, employee surveys…road shows on high trust culture project…implementing trust-building development measures12
  13. 13. www.usp-d.comeawop 2013 – High Trust CultureUSP-DHypothesesTrust reduces complexity.The quality of the high trust culture in a company directly influencesthe process factors time, budget, and quality.If those are measurable, the quality of a high trust culture might bemeasurable, too.What interventions develop and support high trust culture within anorganization positively and measurably?13
  14. 14. www.usp-d.comeawop 2013 – High Trust CultureUSP-DMeta level modelEmployee SurveyDesktop researchCSR14CommunicationSERoad showsLeadership developmentOrganization development
  15. 15. www.usp-d.comeawop 2013 – High Trust CultureUSP-D1 State of the Art2 New Perspective/Contribution3 Conclusion and Implications for ResearchAgenda15
  16. 16. www.usp-d.comeawop 2013 – High Trust CultureUSP-DA Research Proposal: Intervention Landscape for HTCWorkshop 2 with cross-sectional groups:Discussion and evaluation of landscapeWorkshop 2 with cross-sectional groups:Discussion and evaluation of landscapeGroup Interview (Workshop 1) with Top Management:Complexity/impact of trust-shaping factors & interventionsGroup Interview (Workshop 1) with Top Management:Complexity/impact of trust-shaping factors & interventionsAnalysis & interpretation of resultsAnalysis & interpretation of resultsDraft of an intervention landscapeValidated Interventions landscapeFinal landscapeStructured Interviews with Executives & Top Managementmembers with respect to trust-shaping factors & interventionsStructured Interviews with Executives & Top Managementmembers with respect to trust-shaping factors & interventionsGuiding questions for Group Interview16
  17. 17. www.usp-d.comeawop 2013 – High Trust CultureUSP-DTrust Study and ObservationsTarget AreaInternational company groups with wide spread sites/entitiesMedium sized private owned companies with international entitiesFirst Resonance:- International company groups hesitate: Important point, but …“Trust” finds its place in projects and mission statements.- Medium sized companies first shy back: To big of a point, but…they often start doing it step by step.17
  18. 18. www.usp-d.comeawop 2013 – High Trust CultureUSP-DLiteratureMayer, Roger C., Davis, James H., & Schoorman, F. David (1995) An integrative model of organizational trust, Academyof Management Review, 20, pp. 709–734Neubauer, Walter (1999): Zur Entwicklung interpersonalen, interorganisationalen und interkulturellen Vertrauensdurch Führung – empirische Ergebnisse der sozialpsychologischen Vertrauensforschung, in: Sydow, Jörg & Schreyögg,Georg: Managementforschung 9: Führung - neu gesehen. Berlin: de GruyterSchoorman, David F., Roger C. Mayer, James H. Davis (2007) An Integrative Model of Organizational Trust: Past,Present and Future, Academy of Management Review, Vol. 32, No. 2, pp. 344–35418
  19. 19. www.usp-d.comeawop 2013 – High Trust CultureUSP-DPetra SchulteUSP-DDüsseldorf / Wienwww.usp-d.comContact19

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