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In this viewpoint article, the authors recognize the increased focus in health systems on co-design for innovation and change. This article explores the role of leaders and mangers in developing and enhancing a culture of trust in their organizations to enable co-design, with the potential to drive innovation and change in healthcare.

Using social science analyses, the authors argue that current co-design literature has limited focus on interactions between senior leaders and managers, and healthcare staff and service users in supporting co-designed innovation and change. The authors draw on social and health science studies of trust to highlight how the value-based co-design process needs to be supported and enhanced. We outline what co-design innovation and change involve in a health system, conceptualize trust and reflect on its importance within the health system, and finally note the role of senior leaders and managers in supporting trust and responsiveness for co-designed innovation and change.

Healthcare needs leaders and managers to embrace co-design that drives innovation now and in the future through people – leading to better healthcare for society at large. As authors we argue that it is now the time to shift our focus on the role of senior managers and leaders to embed co-design into health and social care structures, through creating and nurturing a culture of trust.

Building public trust in the health system and interpersonal trust within the health system is an ongoing process that relies upon personal behavior of managers and senior leaders, organizational practices within the system, as well as political processes that underpin these practices. By implementing managerial, leadership and individual practices on all levels, senior managers and leaders provide a mechanism to increase both trust and responsiveness for co-design that supports innovation and change in the health system.

Based on self-determination theory (SDT), the present study aims to assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance of telecommuters in a pre- and post-coronavirus disease 2019 (COVID-19) outbreak period and is further studied longitudinally after six months of continued mandatory telecommuting.

Data were collected from information technology (IT) sector employees in three phases and model fitness, reliability and validity of the data for all three phases were assessed through CFA models, while the hypotheses were tested through path analysis.

Perceived manager trust and support increases job performance and the effect strengthens with an increase in telecommuting extent. Job autonomy had similar effects with the exception that employees did not enjoy autonomy when mandatory telecommuting arrangement was initially introduced. Lastly, intrinsic motivation fades away as employees continue to work permanently from their homes.

Permanent full-time telecommuting is expected to continue for the unforeseeable future; the present study suggests that while ensuring increased trust, support and job autonomy to employees, managers must also ensure that employees do not feel professionally isolated and attempt to keep individuals intrinsically motivated.

The authors assess the effect of managerial (manager trust and support), work (job autonomy) and individual (intrinsic motivation) characteristics on job performance under three different types of telecommuting arrangements (voluntary part-time, mandatory full-time and continued mandatory full-time) by collecting data in three different time frames from the same individuals.

This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance.

Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships.

The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance.

Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification.

Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict.

The purpose of this paper is to compare the factors that influenced the adoption of a Collaborative Planning, Forecasting, and Replenishment (CPFR) model by a retailer that is a lifestyle accessories chain, and a supplier that is a food manufacturer.

The study started with the construction of a questionnaire based on the factors of the theoretical framework of a Technology-Organization-Environment that were discovered through a literature review and distribution of the questionnaire to experts. The fuzzy analytical hierarchy process method was used to determine the weights (importance) of these factors.

The study found that among the top ten factors, two are the same for both the retailer and the supplier – “partner trust and communication,” and “support of top managers” – while the other factors differ. In addition, it was found that the supplier pays more attention to the environmental issues, while the retailer focuses on organizational issues when introducing a CPFR model.

This study offers five practical implications for the successful adoption of a CPFR model: first, top management support and trusting relationship building are important factors for both the retailer and the supplier; second, adoption of CPFR is a management issue, rather than a technological issue; third, retailers lead more successfully; fourth, a careful selection of collaborative partners is essential; and finally, an innovative model should be constructed.

The results can serve as a reference to help enterprises to better allocate their resources, according to the weights of the important adoption factors when they are formulating their strategies for the adoption of CPFR. Decisions based upon this guideline can increase the success rate of CPFR adoptions and can ensure better allocation of resources.

The purpose of this paper is to contribute to the understanding of the relationship between employees’ knowledge and organisational performance.

Using a structural equation model, feedback received from 237 blue-collar workers from multinational high-tech manufacturing enterprises in Italy was studied to understand, from a dynamic capabilities perspective, the role of soft skills in the career success of production workers.

The results of the analysis indicate a positive relationship between workers’ commitment to develop their soft skills and their career success, as well as a positive relationship between an organisation’s approach to both knowledge exploration and knowledge exploitation and the prospects for career success of blue-collar workers.

The research has both theoretical and practical implications, as any efforts by researchers and practitioners to find effective ways to motivate the workforce will be likely to lead to a positive attitude towards learning and, ultimately, to improved business performance.

The originality of the paper is the focus on the personality and interpersonal attributes of workforce – blue-collar workers – and how they can affect business performance in highly innovative contexts.

The mergers and acquisitions impact the firm’s marketing strategy to target the potential market. To compete with conventional banks, Shariah banks have accommodated financial technology (Fintech) and digitalisation to retain existing customers and attract potential customers. Furthermore, this study aims to analyse the role of organisational trust and commitment in mediating the effect of perceived organisational support and managers’ perceptions of the readiness for Shariah-compliant Fintech adoption.

To obtain information, 115 managers from Shariah bank in Indonesia were surveyed. The data were then analysed using PLS-SEM with SmartPLS software.

Perceived organisational support became crucial in improving readiness to adopt the digitalisation initiative and adhere to Shariah norms. Moreover, organisational trust and commitment fully mediated the effect of perceived organisational support and manager’s readiness to change towards Shariah digital bank.

Adopting Fintech and its services can offer better value to customers. Digital technology has supported the merger acquisition of Shariah bank to reduce operational costs and improve productivity and service quality. The Fintech adoption in Shariah banks needs to align with a marketing strategy that can add value, offer efficient services and ensure that all transactions are safe, transparent and Riba-free (interest charged on financial transactions).

From Shariah bank’s perspective, the role of organisational support in Fintech adoption is limited, and there is a lack of studies investigating managers’ readiness to change in post-merger and acquisitions. This study sheds new light on how Shariah banks must offer Fintech services and adopt digital technology to remain relevant and competitive. This study provides evidence of Shariah-compliant bank readiness and organisational support and commitment enablers using two mediating mechanisms. Properly adopting Fintech can provide superior service and Shariah-compliant banking services.

The purpose of this paper is to examine the trust repair efforts of top management within an organization specifically focusing on the impact of perceived organizational support and issue‐selling success. Building on the theoretical trust repair literature, the authors bridge the gap between the laboratory dyad trust repair settings and the severe organization‐wide trust repair settings.

The authors focus on one organizational context that experienced competency‐ and integrity‐based trust violations between managers and top management. Surveys and interviews were conducted with 32 managers to capture trust in top management, issue‐selling success rate, and perceived organizational support.

Results demonstrate that perceived organizational support is significantly and positively related to trust in top management. In contrast, issue‐selling success rate is negatively related to trust in top management above and beyond the impact of perceived organizational support.

Trust repair approaches should include demonstrations of organizational support of employees by showing care and concern along with engaging employees in a change process that demonstrates top management commitment to repairing trusting relationships. In addition, top management trust repair efforts should focus on providing managers with the opportunity to engage in multiple issue‐selling episodes.

The paper contributes to an existing research base by extending the approaches to repairing trust in organizational settings to specifically examine the impact of perceived organizational support and issue‐selling.

Aged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In this paper, we employ social exchange theory to better understand the effect of anti-violence HRM and trust in the manager on perceived nurse and PCA cynicism working in Australian aged care facilities and their subsequent intention to leave.

This study used a mixed method with two stages. Stage 1 comprised semi-structured interviews with 10 managers and 50 nurses and PCAs working in Australian aged care facilities. Stage 2 comprised a survey of nurses and PCAs with a total of 254 completed responses in Time 1 (first wave) and 225 completed responses in Time 2 (second wave).

We tested three hypotheses and reported that interestingly anti-violence HRM was positively associated with organisational cynicism. Organisational cynicism mediated the relationship between anti-violence HRM and intention to leave. Worker trust in the manager moderated the relationship between anti-violence HRM practices and organisational cynicism, such that high levels of trust in the manager increased the effect of anti-violence HRM practices to reduce organisational cynicism and subsequently reduce intention to leave.

We find evidence that in aged care, workers' trust in their managers is critical for effectual anti-violence HRM. We argue that implementation of HRM practices may be more complex in extreme work settings. It is crucial to study HRM in situ and understand the root of social exchange(s) as a foundation for HRM to influence employee attitudes and behaviour.

Research on antecedents of trust has, so far, yielded results that do not easily stand up to confrontation with the widely‐held assumption of bounded rationality. By employing complex constructs as indicators of antecedents, it is implied that actors, in pondering on trust in managers, can deal with many complex cues, instead of a few single ones, as bounded rationality suggests. This study proposes a different approach, by searching for a parsimonious set of managerial behaviours that serve as cues for subordinates regarding trust in managers. Interview and survey data were combined in this search. Regression analysis and a Boolean pattern analysis were used to arrive at a parsimonious model with high explanatory power.

The purpose of this study is to empirically test the levels of trust supply chain managers exhibit regarding online auctions. The study seeks to test the hypotheses that supply chain managers with higher levels of trust in online auctions would exhibit more familiarity with online auctions, more positive relationships with suppliers, stronger focus on cost management, a stronger focus on revenue enhancement, and greater levels of participation.

A review of the extant literature provided the basis for the development of an online pilot study that was e‐mailed to 100 supply chain managers. The results of the pilot study were used to develop an online survey instrument that was e‐mailed to 2,313 current members of the Council of Supply Chain Management Professionals (CSCMP) and the Institute of Supply Management. A total of 213 usable questionnaires were returned, resulting in a 9.2 percent response rate.

The data were analyzed via t‐test, MANOVA and ANOVA. The study indicated that online auction users exhibit high levels of trust in online auctions. The study also found that those with higher levels of familiarity with online auctions, with stronger positive relationships with online auction suppliers, and with stronger focus on cost management also exhibited higher levels of trust in online auctions. Contrary to expectations study findings indicate that higher levels of perceived firm profitability and of online auction participation do not lead to increased levels of trust in online auctions.

The study provides a number of important implications. First, it is important for supply chain managers to recognize the important role that trust continues to play in business relationships. Supply chain managers are advised to be cognizant of the fact that some suppliers may be reluctant to participate in online auctions because they fear participation might damage customer relationships that they have spent years cultivating. Finally, supply chain managers are advised to consider the use of online auctions in order to achieve cost management objectives.

The research makes an important contribution to the literature because it seeks to assess supply chain managers' level of trust in online auctions and how this impacts on the extent to which they participate in this exchange mechanism. An equally important contribution provided by the research is that it focuses on the level of trust in online auctions in general, whereas the preponderance of past research has focused on reverse or price descending auctions only.