The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.
Co‐worker trust as a social catalyst for constructive employee attitudes
Abstract
Abstract Research into interpersonal trust within organisational contexts tends to concentrate on managers as a referent, largely ignoring the potential social benefits of trust amongst co‐workers. Hence, the aim of this study is to investigate the influence of co‐worker trust on selected organisational perceptions and attitudes. Results provided empirical support for the fundamental role of co‐worker trust. Co‐worker trust was found to be a significant predictor of perceived organisational support, lowered turnover intention, and greater affective commitment. In view of these results, it is suggested that there may be opportunities for organisations to improve individual and organisational effectiveness by engendering trust throughout peer levels.
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Citations
Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
A three-component conceptualization of organizational commitment
Meyer, J. P., & Allen, N. J. (1991) · Human Resource Management Review · doi:10.1016/1053-4822(91)90011-z · Cited by 11,049
An integrative model of organizational trust
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995) · The Academy of Management Review · doi:10.2307/258792 · Cited by 10,736
Perceived organizational support.
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986) · Journal of Applied Psychology · doi:10.1037/0021-9010.71.3.500 · Cited by 10,023 · cited 2×
“93 (Eisenberger et al., 1986).”
MethodAffect and Cognition Based Trust as Foundations for Interpersonal Cooperation in Organizations
McAllister, D. J. (1995) · Academy of Management Journal · doi:10.2307/256727 · Cited by 7,346
Rempel, J. K., Holmes, J. G., & Zanna, M. P. (1985) · Journal of Personality and Social Psychology · doi:10.1037/0022-3514.49.1.95 · Cited by 3,146 · cited 1×
“If the co-worker responds benevolently (is trustworthy) then commitment to the relationship and the organisation could be fostered (Holmes and Rempel, 1989).”
Background
Cited by
Integrity, ethical leadership, trust and work engagement
Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-11-2015-0237 · Cited by 307
Buvik, M. P., & Tvedt, S. D. (2017) · Project Management Journal · doi:10.1177/875697281704800202 · Cited by 99
Metadata
- Authors
- Ferres, N., Connell, J., & Travaglione, A.
- Venue
- Journal of Managerial Psychology
- Publisher
- Emerald
- Published
- 2004-09
- Volume
- 19
- Issue
- 6
- Pages
- 608-622
- ISSN
- 0268-3946 (ISSN-L)
- OpenAlex
- W1981088219
- Cited by
- 265
- References
- 6
- FWCI
- 15.78
- Type
- journal article
- Language
- en
- Open access
- closed
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- Ferres, N., Connell, J., & Travaglione, A. (2004). Co‐worker trust as a social catalyst for constructive employee attitudes. Journal of Managerial Psychology. https://doi.org/10.1108/02683940410551516
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
