Building trust and commitment in a global organisation

Janis L. Gogan

International Journal of Networking and Virtual Organisations, 2008, vol. 5, issue 3/4, 396-414

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.

Keywords: organisational culture; structural features; global management; trust building; commitment building; globalisation; online information; organisational structure. (search for similar items in EconPapers)
Date: 2008
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijnvor:v:5:y:2008:i:3/4:p:396-414

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