Building the Virtuous Circle of Trust.PDF

Regardless of cultural variety our research turned up

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Regardless of cultural variety, our research turned up certain universal values that are com- mon in all parts of the world. Commitment, integ- rity, honesty and loyalty, as refl ected in our earlier list, are extremely important for developing a rela- tionship of trust, in any cultural context. All these TO KNOW MORE Q Cardona, P., S. Reiche, Y. Lee, H. Wilkinson et al. “The Emics and Etics of Trust on Manager/Subor- dinate Relationships: A Cross-Cultural Journey.” Awarded one of the Best 3 International Sympo- sia presented at the Academy of Management Annual Meeting, Anaheim, August 8-13, 2008. Q Cardona, P., and W. He. “The Matrix of Trust.” PKU Business Review 30, no. 1 (January 2007): 44-49. Q Wilkinson, H., and P. Cardona. “The Communica- tion Process: How to Improve Your Communica- tion.” Barcelona: IESE, 2007. Ref. no. DPON-51-E. Q Cardona, P., and H. Wilkinson. “Team Work.” Barcelona: IESE, 2006. Ref. no. OP-07/10-E. Q Cardona, P., and A. Elola. “Trust in Management: The Effect of Managerial Trustworthy Behavior and Reciprocity.” Barcelona: IESE, 2003. Ref. no. DI-496-E. Awarded one of the Best 10 Research Papers presented at the Academy of Management Annual Meeting, Seattle, August 1-6, 2003. can be translated into actions that set the virtu- ous circle of trust in motion. While there are many personal, social and cultural manifestations that infl uence trust be- tween managers and subordinates, all present opportunities to develop trustworthy behavior. No monumental actions are needed, but rather, as one manager from Central Europe said, “hun- dreds of small, everyday gestures.” Whether you are a manager or subordinate, and whatever your position in the corporate hier- archy, everyone wants to be treated with honesty and respect, and to be able to relate to others with sincerity and loyalty. This is fundamental. To quote the American poet and philosopher, Ralph Waldo Emerson, “Self-trust is the fi rst secret to success.” As our research concurs, trust between the members of an organization may also be an essential ingredient to corporate success. Translated by David Oliver Cristina Aced served as editor for this article. IESE insight 27 ISSUE 3 FOURTH QUARTER 2009 This document is authorized for use only by bo pang ([email protected]). Copying or posting is an infringement of copyright. Please contact [email protected] or 800-988-0886 for additional copies.
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