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Cultural Factors of Trust in a Public Organization as a Workplace

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Managing Public Trust

Abstract

In this chapter, the concept of trust in organizations is dissected and analyzed within the framework of national culture. The authors evaluate organizational trust in the context of culture with many of the following variables: interpersonal conflict, resistance to change, empowerment, and support for innovation, as noted in the literature. Trust is analyzed within the framework of social capital. The aim of this chapter is to examine empirical research and the concepts that support the meaning, structure, and progression of trust across various cultural confines in order to develop an accumulative pool of knowledge on this immensely complex process.

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Notes

  1. 1.

    Power distance refers to the way in which power is distributed and the extent to which the less powerful accept that power is distributed unequally. Put simply, people in some cultures accept a higher degree of unequally distributed power than do people in other cultures, so low pdi means there are less barriers in terms of hierarchy etc. that allow higher levels of knowledge sharing and cooperation.

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Author information

Authors and Affiliations

  1. University of Social Sciences, Warszawa, Poland

    Michał Chmielecki

  2. Jagiellonian University, Kraków, Poland

    Łukasz Sułkowski

Authors
  1. Michał Chmielecki
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  2. Łukasz Sułkowski
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Editor information

Editors and Affiliations

  1. Jagiellonian University, Krakow, Poland

    Barbara Kożuch

  2. Rotterdam School of Management, Erasmus University, Rotterdam, The Netherlands

    Sławomir J. Magala

  3. Warsaw University of Life Sciences, Warsaw, Poland

    Joanna Paliszkiewicz

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Chmielecki, M., Sułkowski, Ł. (2018). Cultural Factors of Trust in a Public Organization as a Workplace. In: Kożuch, B., Magala, S., Paliszkiewicz, J. (eds) Managing Public Trust. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-70485-2_7

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