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)

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)

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)

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)

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)

This report analyses the relationship between RRI-like practices and competitive advantage. RRI frameworks have traditionally been less oriented towards their application in competitive environments; hence resulting in limitations to the applicability of some of its main tenets in industry and in the context of the development of a national competitive advantage. Aiming to close this gap and identify how a competitive advantage based on engagement in RRI-like practices across world regions may be developed, a systematic literature review, a survey and (...) case studies were carried out. Five main drivers of competitive advantage through RRI-like practices were identified: avoiding uncompetitive regulation, increasing social acceptance, incorporating stakeholder needs and tapping into new markets, increasing the efficiency of the innovation process, and reputational effects. On the other hand, four barriers were identified: obstacles during the research and innovation process, protecting intellectual property, lack of consumer awareness, and barriers derived from the institutional environment. The survey revealed that, while there are some differences in terms of attitudes and engagement in RRI-like practices across regions, both procedural and outcome dimensions were relevant. However, the application of particular practices in exercising such dimensions showed more variations across regions, reflecting adaption to local environments. In relation to competitive advantage, outcome dimensions and open and transparent innovation processes showed a clear relationship with performance, in particular with customer performance. The reason for this might lie in the increased visibility of such practices to the consumer. Two cases studies were carried out focusing on the management of socio-ethical concerns through RRI-like practices and their relationship with competitive advantage. The case on the bio-economy domain, identified different responses depending on local regulations and the focus placed on the development of competitive advantages at the micro and macro levels, and showcased the importance of domain specific considerations in RRI-like responses. The ICT case highlighted the importance of network approaches and second-order reflexivity, and the need to adapt RRI-like practices to local contexts to maximise their benefits for competitive advantage. Lastly, the analysis of the two cases concentrating on transversal issues made notable how strategic approaches to RRI and their proper integration in strategy showed an improved relation with competitive advantage. This study makes a significant contribution to existing research on RRI-like practices and competitive advantage and adds to the literature on business involvement in RRI that has been flourishing despite the tradition of overlooking RRI by actors in competitive environments. Moreover, it provides a set of practical recommendations for industry, policymakers, research performing organizations, research funding organizations, investors, civil society and NGOs and association bodies. These recommendations are oriented towards developing and sustaining a competitive advantage based on RRI-like practices by research and innovation actors, while supported by other stakeholders in the system. The advice is informed by the research study and proposes the need to tailor and adopt bottom-up approaches in the implementation of RRI-practices, integrating RRI-like logics and competitive advantage logics into organizational dynamic, and the need for collaboration among different actors, apart from recommendations particular to each stakeholder. (shrink)

This volume of Eurasian Studies in Business and Economics includes selected papers from the 24th Eurasia Business and Economics Society (EBES) Conference, held in Bangkok. The theoretical and empirical papers gathered here cover diverse areas of business and management from different geographic regions; yet the main focus is on the latest findings on evolving marketing methods, analytics, communication standards, and their effects on customer value and engagement. The volume also includes related studies that analyze sustainable consumer behavior, and business strategy-related (...) topics such as cross-border restructuring, quality management standards, and the internationalization of SMEs. (shrink)