Trust-repair practices after organizational change: a qualitative research approach

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This study identifies three mechanisms that can be used to repair trust - effective information sharing, knowledge in change management and ethical behavior and collaboration.

Practical implications

This study takes place in a real – work context and as such provides a valuable insight into the way managers and team leaders can actively use repair mechanisms to maintain and increase the levels of trust during periods of change.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2022), "Trust-repair practices after organizational change: a qualitative research approach", Human Resource Management International Digest, Vol. 30 No. 3, pp. 37-39. https://doi.org/10.1108/HRMID-03-2022-0036