Building trust and commitment in a global organisation Online publication date: Thu, 19-Jun-2008
by Janis L. Gogan
International Journal of Networking and Virtual Organisations (IJNVO), Vol. 5, No. 3/4, 2008
Abstract: How do managers adapt to structural conditions and cultures in different locations where they do business, as they attempt to shape organisational culture and practices? This paper reports on a case study of 'EmergeInc', a (disguised) company that operated from offices in several different countries, selling online information services to customers in many different countries. The case illustrates management's role in attempting to accommodate to cultural and structural influences, while actively shaping organisational norms and practices. Three main techniques were used by management to build trust and commitment: story-telling, transferring employees, and creating new integrative roles and reporting relationships.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Networking and Virtual Organisations (IJNVO):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com