This study focuses on the effects of socially responsible human resource management practices on female employees’ turnover intentions and the moderating effect of supervisor gender on this relationship. With a sample of 212 female employees from eight different industries in Finland, the results indicate that SR-HRM practices promoting equal career opportunities and work–family integration play a significant role in reducing women's turnover intentions. The study adds to the academic discourse of corporate social responsibility by highlighting the impact of the organizational-level (...) HRM determinants on the individual-level outcome. In addition, supervisor gender makes a difference in the studied relationship: female supervisors have a stronger and more significant impact on the relationship than male supervisors. Our findings suggest that organizational measures which support work–family integration should be taken seriously to decrease female employees’ turnover intentions. Male supervisors could adopt some gender-incongruent leadership behaviors, such as individualized emotional concern and caring when dealing with female employees. In the future, other gender combinations in the supervisor–employee relationship would merit research. (shrink)

The paper highlights the dependence of the level of organizational trust on work ethic and aims to show that development of trust in organizations can be stimulated by raising the level of work ethic with organizational practices. Based on the framework by Kanungo, R. N. and A. M. Jaeger, Management in Developing Countries, pp. 1-23), historical-cultural analysis of the Lithuanian context is carried out. The country is chosen as an example of a post-socialist context where work ethic and trust in (...) the society tended to be rather low. The authors discuss organizational practices, particularly the ones related to people management, which can facilitate development of work ethic, and thus, trust in organizations operating in a post-socialist context. The importance of a processual approach to the development of organizational trust and the ethical content of organizational practices, which are aimed at developing organizational trust is highlighted. Directions for further research are indicated. (shrink)

The paper highlights the dependence of the level of organizational trust on work ethic and aims to show that development of trust in organizations can be␣stimulated by raising the level of work ethic with organizational practices. Based on the framework by Kanungo, R. N. and A. M. Jaeger (1990, ‘Introduction: The Need for Indigenous Management In Developing Countries’, in A. M. Jaeger and R. N. Kanungo (eds.), Management in Developing Countries (Routledge, London), pp. 1–23), historical–cultural analysis of the Lithuanian context (...) is carried out. The country is chosen as an example of a post-socialist context where work ethic and trust in the society tended to be rather low. The authors discuss organizational practices, particularly the ones related to people management, which can facilitate development of work ethic, and thus, trust in organizations operating in a post-socialist context. The importance of a processual approach to the development of organizational trust and the ethical content of organizational practices, which are aimed at developing organizational trust is highlighted. Directions for further research are indicated. (shrink)

While the coexistence of trust and distrust has been acknowledged in previous literature, the understanding of their connection with organisational culture is limited. This study examines how trust and distrust construct the unity and fragmentation of organisational culture. Productive working relationships can be characterised by high trust, but strong ties and high trust may also account for false organisational unity. This study shows that trust and distrust can co-exist and distrust may even increase trust in particular situations. Moreover, we describe (...) how the cognitive and affective components of trust and distrust relate to the unity and fragmentation of organisational culture. We present an empirical case study of a company where tension and distrust between top management, middle management and shop stewards affected the organisational culture. The study contributes to earlier research by discussing trust as a multidimensional and dynamic phenomenon. The study shows how the affective and cognitive components of trust and distrust constitute the unity and fragmentation of organisational culture. We propose that if an organisation is willing to improve its ethics, it should rely on fragmentation rather than unity. (shrink)

Business schools, and universities providing business education, from across the globe have increasingly engaged in responsible management education (RME), that is in embedding social, environmental and ethical topics in their teaching and research. However, we still do not fully understand the institutional pressures that have led to the adoption of RME, in particular concerning under-researched regions like Central and Eastern Europe (CEE). Hence, we undertook what is to our knowledge the most comprehensive study into the adoption of RME in CEE (...) to date (including 13 countries: Belarus, Bulgaria, Croatia, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Romania, Russia, Slovenia and Ukraine). We find that, with regard to RME, isomorphic pressures seem to shape teaching and research in different ways, which suggests that the idea of a holistic approach to RME, promoted by, for example, the Principles of Responsible Management Education (PRME), needs to be revisited; rather, different trajectories of organizational engagement may emerge for each principle. As a contribution to institutional theory, we discuss how a highly fragmented organizational field—like RME with its multiple dimensions—impacts on notions of actor centrality, where actors achieve centrality with regard to some dimensions of the field but fail to do so for others. In particular, we found that the European Union holds centrality in the area of RME teaching, but not in RME research. Our findings thus suggest that the concept of field centrality needs further clarification. (shrink)

The paper explores the possibility to develop organizational trust in companies operating in a post-socialist society where trust is rather low due to certain socio-historical processes. They determined a number of ethical problems which diminish trust both at the societal and the organizational levels. It is argued that trust can be advanced by organizational efforts, namely, ethical organizational practices. The interrelations among organizational trust, ethical problems and ethical organizational practices are empirically tested, the primary findings and directions for further research (...) are discussed. (shrink)