Hostname: page-component-586b7cd67f-dlnhk Total loading time: 0 Render date: 2024-11-26T08:19:05.968Z Has data issue: false hasContentIssue false
  • English
  • Français

Organizational trust and performance: Is organizational learning capability a missing link?

Published online by Cambridge University Press:  21 May 2014

Jacob Guinot ,
Ricardo Chiva  and
Fermín Mallén
Ricardo Chiva*
Affiliation:
Department of Business Administration and Marketing, Universitat Jaume I, Castellón, Spain
*
Corresponding author: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Despite the fact that the majority of studies have suggested that it is beneficial for organizational performance, some empirical evidence has generated contradictory results concerning these variables. For this reason, this research attempts to look in-depth at the relationships between trust and organizational performance, using organizational learning capability as an explanatory variable. To confirm the hypotheses, the structural equation technique was used on data from a survey carried out in Spanish firms with recognized excellence in human resources management. The results obtained show that, in these firms, organizational learning capability mediates in the relationship between trust and organizational performance.

Keywords

organizational learning capabilityorganizational trustorganizational learningtrust
Type
Research Article
Information
Journal of Management & Organization , Volume 19 , Issue 5 , September 2013 , pp. 559 - 582
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2013 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abrams, L. C., Cross, R., Lesser, E., Levin, D. Z. (2003). Nurturing interpersonal trust in knowledge-sharing networks. Academy of Management Executive, 17(4), 64–77.Google Scholar
Ahire, S. L., Golhar, D. Y., Waller, M. A. (1996). Development and validation of TQM implementation constructs. Decision Sciences, 27(1), 23–56.Google Scholar
Akgün, A. E., Byrne, J. C., Lynn, G. S., Keskin, H. (2007). New product development in turbulent environments: Impact of improvisation and unlearning on new product performance. Journal of Engineering and Technology Management, 24, 203–230.Google Scholar
Alegre, J., Chiva, R. (2008). Assessing the impact of organizational learning capability on product innovation performance: An empirical test. Technovation, 28, 315–326.Google Scholar
Anderson, J. C., Gerbing, D. W. (1982). Some methods for respecifying measurement models to obtain unidimensional construct measures. Journal of Marketing Research, 19, 453–560.Google Scholar
Argyris, C. (1964). Integrating the individual and the organization. New York, NY: John Wiley and Sons.Google Scholar
Argyris, C., Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.Google Scholar
Arrow, K. J. (1974). The limits of organization. New York, NY: Norton.Google Scholar
Backhaus, K., Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(4/5), 1–5.Google Scholar
Barber, B. (1983). The logic and limits of trust. New Brunswick, NJ: Rutgers University Press.Google Scholar
Barney, J. B., Hansen, M. H. (1994). Trustworthiness as a source of competitive advantage. Strategic Management Journal, 15, 175–190.Google Scholar
Batista-Foguet, J. M., Coenders, G. (2000). Modelos de Ecuaciones Estructurales [Structural equation models]. Madrid, Spain: La Muralla.Google Scholar
Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.Google Scholar
Bell, G. G., Oppenheimer, R. J., Bastien, A. (2002). Trust deterioration in an international buyer-supplier relationship. Journal of Business Ethics, 36(1/2), 65–78.Google Scholar
Bennis, W., Nanus, B. (1985). Leaders: The strategies for taking charge. New York, NY: Harper & Row.Google Scholar
Bontis, N., Crossan, M., Hulland, J. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies, 39(4), 437–469.Google Scholar
Brown, J. S., Duguid, P. (1991). Organizational learning and communities of practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40–57.Google Scholar
Brunet, I., Belzunegui, A., Pastor, I. (2000). Les tècniques d'investigació social i la seva aplicació. Tarragona: Universitat Rovira i Virgili.Google Scholar
Camelo, C., Martin, F., Romero, P. M., Valle, R. (2004). Human resources management in Spain: Is it possible to speak of a typical model? International Journal of Human Resource Management, 15, 935–958.Google Scholar
Camps, J., Luna-Arocas, R. (2009). High involvement work practices and firm performance. International Journal of Human Resource Management, 20, 1056–1077.Google Scholar
Chiva, R., Alegre, J. (2005). Organizational learning and organizational knowledge: Towards the integration of two approaches. Management Learning, 36, 49–68.Google Scholar
Chiva, R., Alegre, J. (2009a). Investment in design and firm performance: The mediating role of design management. Journal of Product Innovation Management, 26(4), 424–440.Google Scholar
Chiva, R., Alegre, J. (2009b). Organizational learning capability and job satisfaction: An empirical assessment in the ceramic tile industry. British Journal of Management, 20, 323–340.Google Scholar
Chiva, R., Alegre, J., Lapiedra, R. (2007). Measuring organizational learning capability among the workforce. International Journal of Manpower, 28(3), 224–242.Google Scholar
Chiva, R., Grandío, A., Alegre, J. (2010). Adaptive and generative learning: Implications from complexity theories. International Journal of Management Reviews, 12(2), 114–129.Google Scholar
Chowdhury, S. (2005). The role of affect- and cognitions-based trust in complex knowledge sharing. Journal of Managerial Issues, 17(3), 310–326.Google Scholar
Christmann, P. (2000). Effects of ‘best practices’ of environmental management on cost advantage: The role of complementary assets. Academy of Management Journal, 43(4), 663–680.Google Scholar
Colquitt, J., Scott, B., LePine, J. (2007). Trust, trustworthiness, and trust propensity: A meta-amalytic test of their unique relationships with risk talking and job performance. Journal of Applied Psychology, 92(4), 909–927.Google Scholar
Connelly, C., Kelloway, K. 2002. Predictions of knowledge sharing in Bangladesh, MS thesis, Queen's School of Business, Queen's University, Kingston, ON.Google Scholar
Cook, J., Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfillment. Journal of Occupational Psychology, 53, 39–52.Google Scholar
Cook, K. S., Schilke, O. (2010). The role of public, relational and organizational trust in economic affairs. Corporate Reputation Review, 13(2), 98–109.Google Scholar
Costigan, R. D., Ilter, S. S., Berman, J. J. (1998). A multi-dimensional study of trust in organizations. Journal of Management Issues, 10(3), 303–317.Google Scholar
Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrica, 16, 297–334.Google Scholar
Crossan, M., Lane, H., White, R. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24, 522–537.Google Scholar
Culbert, S. A., McDonough, J. J. (1986). The politics of trust and organizational empowerment. Public Administration Quarterly, 10, 171–188.Google Scholar
Cyert, R., March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Davenport, S., Davies, J., Grimes, C. (1999). Collaborative research programmes: Building trust from difference. Technovation, 19, 31–40.Google Scholar
Davenport, T., Prusak, L. (1998). Working knowledge: How organizations manage what they know. Boston, MA: Harvard Business School Press.Google Scholar
Davis, J. H., Schoorman, F. D., Mayer, R. C., Tan, H. H. (2000). The trusted general manager and business unit performance: Empirical evidence of a competitive advantage. Strategic Management Journal, 21(5), 563–576.Google Scholar
Decarolis, M. D., Deeds, D. (1999). The impact of stocks and flows of organizational knowledge on firm performance: An empirical investigation of the biotechnology industry. Strategic Management Journal, 20, 953–969.Google Scholar
Dechow, P. M., Sloan, R. G., Sweeney, A. (1995). Detecting earnings management. Accounting Review, 70(2), 193–225.Google Scholar
Dess, G. G., Robinson, R. B. (1984). Measuring organizational performance in the absence of objective measures: The case of the privately held firm and conglomerate business unit. Strategic Management Journal, 5, 265–274.Google Scholar
Deutsch-Salomon, S., Robinson, S. L. (2008). Trust that binds: The impact of collective felt trust on organizational performance. Journal of Applied Psychology, 93, 593–601.Google Scholar
Dibella, A. J., Nevis, E. C., Gould, J. M. (1996). Understanding organizational learning capability. Journal of Management Studies, 33, 361–379.Google Scholar
Dierickx, I., Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35, 1504–1513.Google Scholar
Dirks, K. T. (1999). The effects of interpersonal trust on work group performance. Journal of Applied Psychology, 84, 445–455.Google Scholar
Dirks, K. T., Ferrin, D. L. (2001). The role of trust in organizational settings. Organization Science, 12(4), 450–467.Google Scholar
Dyer, F., Chu, W. (2011). The determinants of trust in supplier–automaker relationships in the US, Japan, and Korea. Journal of International Business Studies, 42, 10–27.Google Scholar
Dymock, D. (2003). Developing a culture of learning in a changing industrial climate: An Australian case study. Advances in Developing Human Resources, 5(2), 182–195.Google Scholar
Ebaid, I. E. (2009). The impact of capital-structure choice on firm performance: Empirical evidence from Egypt. The Journal of Risk Finance, 10(5), 477–487.Google Scholar
Fornell, C., Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.Google Scholar
Fox, A. (1974). Beyond contract: Work, power and trust relations. London: Faber and Faber Ltd.Google Scholar
Frank, M., Goyal, V. (2003). Testing the pecking order theory of capital structure. Journal of Financial Economics, 67, 217–248.Google Scholar
Fryxell, G., Dooley, R., Vryza, M. (2002). After the ink dries: The interaction of trust and control in US-based international joint ventures. Journal of Management Studies, 39(6), 865–886.Google Scholar
Gambetta, D. G. (1988). Can we trust trust? In D. G. Gambetta (Ed.), Trust: Making and breaking cooperative relations (pp. 213–237). New York, NY: Basil Blackwell.Google Scholar
García-Morales, V. J., Jiménez-Barrionuevo, M. M., Gutiérrez-Gutiérrez, L. (2012). Transformational leadership influence on organizational performance through organizational learning and innovation. Journal of Business Research, 65, 1040–1050.Google Scholar
Gargiulo, M., Ertug, G. (2006). The dark side of trust. In R. Bachmann and A. Zaheer (Eds.), Handbook of trust research. Northampton, MA, USA: Edward Elgar Publishing.Google Scholar
Garvin, D. A. (2000). Learning in action: A guide to putting the learning organization to work. Boston, MA: Harvard Business School Press.Google Scholar
Gatignon, H., Tushman, M. L., Smith, W., Anderson, P. (2002). A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics. Management Science, 48(9), 1103–1122.Google Scholar
Gaur, A. S., Mukherjee, D., Gaur, S. S., Schmid, F. (2011). Environmental and firm level influences on inter-organizational trust and SME performance. Journal of Management Studies, 48, 1752–1781.Google Scholar
Gibb, J. R. (1965). Climate for trust formation. In L. P. Bradfort, J. R. Gibb & K. D. Benne (Eds.), T-group theory and laboratory method (pp. 279–301). New York, NY: John Wiley.Google Scholar
Gilbert, D., Halliday, S., Heavey, C., Murphy, E. (2011). Enhancing performance: Bringing trust commitment and motivation together in organisations. Journal of General Management, 36(3), 1–18.Google Scholar
Goh, S., Richards, G. (1997). Benchmarking the learning capability of organizations. European Management Journal, 15(5), 575–583.Google Scholar
Golembiewski, R. T., McConkie, M. L. (1975). The centrality of interpersonal trust in group processes. In C. L. Cooper (Ed.), Theories of group processes (pp. 131–185). New York, NY: John Wiley.Google Scholar
Gulati, R., Nickerson, J. (2008). Interorganizational trust, governance choice, and exchange performance. Organization Science, 19(2), 1–21.Google Scholar
Hair, H. F., Anderson, R. E., Tatham, R. L., Black, W. C. (1998). Multivariate data analysis. London: Prentice Hall.Google Scholar
Hair, H. F., Anderson, R. E., Tatham, R. L., Black, W. C. (1999). Multivariate data analysis (5th ed.). London: Prentice Hall.Google Scholar
Hair, H. F., Anderson, R. E., Tatham, R. L., Black, W. C. (2006). Multivariate data analysis (6th ed.). London: Prentice Hall.Google Scholar
Harrison, R. T., Leitch, C. M. (2005). Entrepreneurial learning: Researching the interface between learning and the entrepreneurial context. Entrepreneurship Theory and Practice, 29, 351–371.Google Scholar
Hedberg, B. (1981). How organizations learn and unlearn. In Nystrom P. C. & Starbuck W. H. (Eds.), Handbook of organizational design (pp. 8–27). London: Oxford University Press.Google Scholar
Heskett, J. I., Sasser, W. E., Schlesinger, L. A. (1997). The service profit chain: How leading companies link profit and growth to loyalty, satisfaction, and value. New York, NY: Free Press.Google Scholar
Hoe, S. (2007). Is interpersonal trust a necessary condition in organisational learning? Journal of Organizational Transformation and Social Change, 4(2), 149–156.Google Scholar
Huff, L., Kelley, L. (2003). Levels of organizational trust in individualist versus collectivist societies: A seven nation study. Organization Science, 14(1), 81–90.Google Scholar
Hurley, R. F. (2006). The decision to trust. Harvard Business Review, 84(9), 55–62.Google Scholar
Inmyxai, S., Takahashi, Y. (2010). Performance contrast and its determinants between male and female headed firms in Lao MSMEs. International Journal of Business and Management, 5(4), 37–52.Google Scholar
Jerez-Gómez, P., Céspedes-Lorente, J., Valle-Cabrera, R. (2005). Organizational learning capability: A proposal of measurement. Journal of Business Research, 58(6), 715–725.Google Scholar
Jermias, J. (2008). The relative influence of competitive intensity and business strategy on the relationship between financial leverage and performance. British Accounting Review, 40, 71–86.Google Scholar
Jiang, X., Li, Y. (2008). The relationship between organizational learning and firms’ financial performance in strategic alliances: A contingency approach. Journal of World Business, 43(3), 365–379.Google Scholar
Jiménez-Jimenez, D., Sanz-Valle, R., Hernandez-Espallardo, M. (2008). Fostering innovation: The role of market orientation and organizational learning. European Journal of Innovation Management, 11(3), 389–412.Google Scholar
Johnson, M. D., Auh, S. (1998). Customer satisfaction, loyalty, and trust environment. Advances in Consumer Research, 25(1), 15–20.Google Scholar
Johnson-George, C., Swap, W. (1982). Measurement of specific interpersonal trust: Construction and validation of a scale to assess trust in a specific other. Journal of Personal and Social Psychology, 43(6), 1306–1317.Google Scholar
Kath, M. L., Magley, J. V., Marmet, M. (2010). The role of organizational trust in safety climate's influence on organizational outcomes. Accident Analysis and Prevention, 42, 1488–1497.Google Scholar
Katsikeas, C. S., Skarmeas, D., Bello, D. C. (2009). Developing successful trust based international exchange relationships. Journal of International Business Studies, 40, 132–155.Google Scholar
Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. Personnel Psychology, 54, 101–114.Google Scholar
Kramer, R. M. (1999). Trust and distrust in organizations: Emerging perspectives, enduring questions. Annual Review of Psychology, 50, 569–598.Google Scholar
Kramer, R. M., Lewicki, R. J. (2010). Repairing and enhancing trust: Approaches to reducing organizational trust deficits. The Academy of Management Annals, 4(1), 245–277.Google Scholar
Krishnan, R., Martin, X., Noorderhaven, N. G. (2006). When does trust matter to alliance performance. The Academy of Management Journal, 49(5), 894–917.Google Scholar
Lagrosen, S., Lagrosen, Y. (2012). Trust and quality management: Perspectives from marketing and organisational learning. Total Quality Management and Business Excellence, 23(1), 13–26.Google Scholar
Lämsä, A., Pucetaite, R. (2006). Development of organizational trust among employees from a contextual perspective. Business Ethics: A European Review, 15, 130–141.Google Scholar
Levin, D. Z., Cross, R. (2004). The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Science, 50, 1477–1490.Google Scholar
Lewicki, R. J., Bunker, B. B. (1996). Developing and maintaining trust in work relationships. In R. M. Kramer & T. R. Tyler (Eds.), Trust in organizations: Frontiers of theory and research (pp. 114–139). Thousand Oaks, CA: Sage.Google Scholar
Lewis, J., Weigert, A. (1985). Trust as a social reality. Social Forces, 63, 967–985.Google Scholar
Liao, S. H., Wu, C. C. (2010). System perspective of knowledge management, organizational learning, and organizational innovation. Expert Systems with Applications, 37(2), 1096–1103.Google Scholar
Luque, T. (1997). Técnicas de análisis de datos en investigación de mercados. Ed. Piramide: Madrid, Spain.Google Scholar
Malhotra, N. K. (2007). Marketing research. An applied orientation. Upper Saddle River, NJ: Prentice Hall.Google Scholar
Mallén, F. (2011). Liderazgo altruista, organización orgánica y capacidad de aprendizaje organizativo: Una investigación empírica, unpublished doctoral dissertation, University Jaume I of Castellón, Spain.Google Scholar
Mardia, K. V. (1970). Measures of multivariate skewness and kurtosis with applications. Biometrika, 57, 519–530.Google Scholar
Mardia, K. V. (1974). Applications of some measures of multivariate skewness and kurtosis in testing normality and robustness studies. Sankhya, 36, 115–128.Google Scholar
Massey, G., Kyriazis, E. (2007). Interpersonal trust between marketing and R&D during new product development projects. European Journal of Marketing, 41(9/10), 1146–1172.Google Scholar
Mayer, R. C., Davis, J. H., Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.Google Scholar
Mayer, R. C., Gavin, M. B. (2005). Trust in management and performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, 48(5), 874–888.Google Scholar
McAllister, D. J. (1995). Affect- and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38(1), 24–59.Google Scholar
McCauley, D. P., Kuhnert, K. W. (1992). A theoretical review and empirical investigation of employee trust in management. Public Administration Quarterly, 16(2), 265–285.Google Scholar
McEvily, B., Perrone, V., Zaheer, A. (2003). Trust as an organizing principle. Organization Science, 14, 91–103.Google Scholar
Mittal, B. (1996). Trust and relationship quality: a conceptual excursion. In Parvatiyar, A. & Sheth, J. N. (Eds.), Contemporary Knowledge of Relationship Marketing (pp. 230–240). Atlanta GA: Centre for Relationship Marketing, Emory University.Google Scholar
Mooradian, T. A., Renzl, B., Matzler, K. (2006). Who trusts?: Personality, trust, and knowledge sharing. Management Learning, 37(4), 523–540.Google Scholar
Morabito, V., Themistocleous, M., Serrano, A. (2010). A survey on integrated IS and competitive advantage. Journal of Enterprise Information Management, 23(2), 201–214.Google Scholar
Morrison, E. W. (1995). Organizational citizenship behavior as a critical link between HRM practices and service quality. Human Resource Management, 35, 493–512.Google Scholar
Nooteboom, B., Berger, H., Noorderhaven, N. G. (1997). Effects of trust and governance on relational risk. Academy of Management Journal, 40(2), 308–338.Google Scholar
Nunnally, J. C. (1978). Psychometric theory. New York, NY: McGraw-Hill.Google Scholar
Nyhan, R. C., Marlowe, H. A. (1997). Development and psychometric properties of the organizational trust inventory. Evaluation Review, 21(5), 614–635.Google Scholar
Patzelt, H., Shepherd, D. A. (2008). The decision to persist in underperforming alliances: The role of trust and control. Journal of Management Studies, 45(7), 1217–1243.Google Scholar
Pedler, M. (1997). Action learning in practice (3rd ed.). Brookfield, WI: Glower Publishing.Google Scholar
Pennings, J. M., Woiceshyn, J. (1987). A typology of organizational control and its metaphors. In S. B. Bacharach & S. M. Mitchell (Eds.), Research in the sociology of organizations, vol. 5 (pp. 75–104). Greenwich, CT: JAI Press.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.Google Scholar
Podsakoff, P. M., Organ, D. W. (1986). Self-reports in organizational research: Problems and prospects. Journal of Management, 12(4), 531–544.Google Scholar
Popper, M., Lipshitz, R. (2000). Organizational learning: Mechanism, culture and feasibility. Management Learning, 31(2), 181–196.Google Scholar
Powell, T. C., Dent-Micallef, A. (1997). Information technology as competitive advantage: The role of human, business, and technology resources. Strategic Management Journal, 18(5), 375–405.Google Scholar
Prieto, I. M., Revilla, E. (2006). Assessing the impact of learning capability on business performance: Empirical evidence from Spain. Management Learning, 37(4), 499–522.Google Scholar
Ramaswamy, K. (2001). Organizational ownership, competitive intensity, and firm performance: An empirical study of the Indian manufacturing sectors. Strategic Management Journal, 22, 989–998.Google Scholar
Rempel, J. K., Holmes, J. G., Zanna, M. D. (1985). Trust in close relationships. Journal of Personality and Social Psychology, 49, 95–112.Google Scholar
Renzl, B. (2008). Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation. Omega, 36(2), 206–220.Google Scholar
Rich, G. A. (1997). The sales manager as a role model: Effects on trust, job satisfaction, and performance of salespeople. Journal of the Academy of Marketing Science, 25(4), 319–328.Google Scholar
Rousseau, D. M., Sitkin, S. B., Burt, R. S., Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23, 393–404.Google Scholar
Rucci, A. J., Kirn, S. P., Quinn, R. T. (1997). The employee-customer-profit chain at Sears. Harvard Business Review, 76(1), 82–97.Google Scholar
Rus, A., Iglič, H. (2005). Trust, governance, and performance: The role of institutional and interpersonal trust in SME development. International Sociology, 20(3), 371–391.Google Scholar
Salamon, S. D., Robinson, S. L. (2008). Trust that binds: The impact of collective felt trust on organisational performance. Journal of Applied Psychology, 93(3), 593–601.Google Scholar
Sapienza, H. J., Smith, K. G., Gannon, M. J. (1988). Using subjective evaluations of organizational performance in small business research. American Journal of Small Business, 12(2), 45–53.Google Scholar
Satorra, A., Bentler, P. M. (1994). Corrections to test statistics and standard errors in covariance structure analysis. In A. von Eye & C. C. Clogg (Eds.), Latent variables analysis: Applications for developmental research (pp. 399–419). Thousand Oaks, CA: Sage.Google Scholar
Schoorman, F., Mayer, R., Davis, J. (2007). An integrative model of organizational trust: Past, present and future. Academy of Management Review, 32, 344–354.Google Scholar
Scott, C. L. (1980). Interpersonal trust: A comparison of attitudinal and situational factors. Human Relations, 33, 805–812.Google Scholar
Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday Currency.Google Scholar
Sharratt, M., Usoro, A. (2003). Understanding knowledge-sharing in online communities of practice. Electronic Journal on Knowledge Management, 1(2), 187–196.Google Scholar
Shockley-Zalabak, P., Ellis, K., Winograd, G. (2000). Organizational trust: What it means, why it matters. Organizational Development Journal, 14, 35–48.Google Scholar
Simon, H. A. (1991). Bounded rationality and organizational learning. Organization Science, 2(1), 125–134.Google Scholar
Slater, S. F., Narver, J. C. (1995). Market orientation and the learning organization. Journal of Marketing, 59, 63–74.Google Scholar
Song, J. H., Kim, H. M., Kolb, J. A. (2009). The effect of learning organization culture on the relationship between interpersonal trust and organizational commitment. Human Resource Development Quarterly, 20, 147–167.Google Scholar
Song, M., Droge, C., Hanvanich, S., Calantone, R. (2005). Marketing and technology resource complementarity: An analysis of their interaction effect in two environmental contexts. Strategic Management Journal, 26(3), 259–276.Google Scholar
Sonnenberg, F. K. (1994). Trust me … trust me not. Journal of Business Strategy, 15, 14–16.Google Scholar
Spanos, Y. E., Lioukas, S. (2001). An examination into the causal logic of rent generation: Contrasting Porter's competitive strategy framework and the resource based perspective. Strategic Management Journal, 22(10), 907–934.Google Scholar
Spector, P. (1992). Summated rating scale construction: An introduction. Newbury Park, CA: Sage.CrossRefGoogle Scholar
Spreitzer, G., Sutcliffe, K., Dutton, J., Sonenshein, S., Grant, A. M. (2005). A socially embedded model of thriving at work. Organization Science, 16, 537–549.Google Scholar
Su, Z., Peng, J., Shen, H., Xiao, T. (2013). Technological capability, marketing capability, and firm performance in turbulent conditions. Management and Organization Review, 9(1), 115–137.Google Scholar
Tan, H., Lim, A. (2009). Trust in co-workers and trust in organizations. The Journal of Psychology, 143(1), 45–66.Google Scholar
Thoumrungroje, A., Tansuhaj, P. (2005). Entrepreneurial strategic posture, international diversification and firm performance. The Multinational Business Review, 13(1), 55–73.Google Scholar
Tippins, M. J., Sohi, R. S. (2003). IT competency and firm performance: Is organizational learning a missing link? Strategic Management Journal, 24(8), 745–761.CrossRefGoogle Scholar
Tzafrir, S. S. (2005). The relationship between trust, HRM practices and firm performance. International Journal of Human Resource Management, 16, 1600–1622.Google Scholar
Ulrich, D., Jick, T., Von Glinow, M. A. (1993). High-impact learning: Building and diffusing learning capability. Organizational Dynamics, 22(2), 52–79.Google Scholar
Valle, R., Martin, F., Romero, P. M., Dolan, S. L. (2000). Business strategy, work processes and human resource training: Are they congruent? Journal of Organizational Behavior, 21, 222–226.Google Scholar
Wall, T. D., Michie, J., Patterson, M., Wood, S. J., Sheehan, M., Clegg, C. W., West, M. (2004). On the validity of subjective measures of company performance. Personnel Psychology, 57(1), 95–118.Google Scholar
Weick, K. E., Westley, F. (1996). Organizational learning: Affirming an oxymoron. In S. R. Clegg, C. Hardy & W. R. Nord (Eds.), Handbook of organizational studies (pp. 440–458). London: Sage.Google Scholar
Williams, L. J., Gavin, M. B., Hartman, N. S. (2004). Structural equation modeling methods in strategy research: Applications and issues. In D. J. Ketchen Jr & D. D. Bergh (Eds.), Research methodology in strategy and management vol. 1 (pp. 303–346). Oxford: Elsevier.CrossRefGoogle Scholar
Wu, W. L., Hsu, B. F., Yeh, R. S. (2007). Fostering the determinants of knowledge transfer: A team-level analysis. Journal of Information Science, 33(3), 326–339.Google Scholar
Zaheer, A., McEvily, B., Perrone, V. (1998). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9, 141–159.Google Scholar
Zand, D. E. (1972). Trust and managerial problem solving. Administrative Science Quarterly, 17, 229–239.Google Scholar
Zhang, A. Y., Tsui, A. S., Song, L. J., Li, C. P., Jia, L. D. (2008). How do I trust thee? The employee-organization relationship, supervisory support, and middle manager trust in the organization. Human Resource Management, 47(1), 111–132.Google Scholar
Zhao, Y., Li, Y., Lee, S. H., Chen, L. B. (2011). Entrepreneurial orientation, organizational learning, and performance: Evidence from China. Entrepreneurship Theory and Practice, 35, 293–317.CrossRefGoogle Scholar
Zollo, M., Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13, 339–351.Google Scholar
Zucker, L. G. (1986). Production of trust: Institutional sources of economic structure, 1840–1920. In B. M. Straw & L. L. Cumming (Eds.), Research in organizational behavior (pp. 53–111). Greenwich, CT: JAI Press.Google Scholar