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Contemporary organizations face challenges when they have an increasing need for trust, and yet there are decreasing opportunities for the development of interpersonal trust. Thus, the organizations cannot rely only on that and there is a need for complementary forms of organizational trust. Vanhala et al. (2011) developed the scale for measuring impersonal trust. The purpose of this study is to validate the scale in terms of discriminant and nomological validity as well as to test generalizability.

The validities and generalizability is tested on two samples from two industries in Finland: a forest company (411 respondents) and ICT company (304 respondents). Confirmatory factor analysis and structural equation modelling are used.

The scale represents both discriminant and nomological validity. Furthermore, the scale is generalizable in different industries.

A more holistic approach to organizational trust is proposed, and the scale for the impersonal element of the organizational trust is validated.

This paper validates the scale for the less studied impersonal element of organizational trust. To manage and develop organizational trust, all of its dimensions should be measured. The scale validated allows the measurement of the impersonal dimension, and the more refined measure also makes it possible to focus development efforts on certain operational areas.

The scale validated represents a step forward toward the reliable measurement of organizational trust. To the best of the researcher’s knowledge, this is the first study to show that previously developed scale is valid and generalizable.

Firms need to constantly renew themselves to keep up with the pace of competition and proactively establish innovations to the markets. This requires capabilities in learning and renewing of the firm’s knowledge base, conceptualized as renewal capital of the firm. On the other hand, firms that acquire high levels of competitiveness by renewing their knowledge base also need to protect that knowledge from unwanted spillovers. This study aims to examine how renewal capital affects incremental and radical innovation performance of the firm, moderated by the firm’s protection of its strategic knowledge.

The study is based on a multi-industry survey study with a time-lagged data set, with independent variables collected in the first wave, followed by a second wave four years later for the dependent variables. The authors test the hypotheses using partial least squares structural equation modeling.

The authors find that firms’ renewal capital is positively associated with the level of incremental and radical innovation. Furthermore, the authors find that knowledge protection negatively moderates the relationship between renewal capital and incremental innovation performance of the firm. In case of radical innovation performance, similar moderating effect is not statistically supported.

With a time-lagged research design, this study study reveals the interdependent roles of renewal capital and knowledge protection for firm’s innovation performance, and provides insights of when (and when not) it would be beneficial for a firm to seek renewal and protective oriented approaches.

In this paper, the authors describe the step-by-step approach used to develop a trust-repair construct and a valid measurement scale for assessing employee perceptions of the most effective employee trust-repair practices.

The initial employee trust-repair scale (ETRS) was completed by 282 employees of a non-profit organization and validated by 101 employees of the administrative unit of the Finnish Army.

The 14-item seven-factor model was found to be reliable, valid and stable across the samples.

This study contributes to the current literature on trust repair by presenting the first validated measure for employee trust repair.

The findings provide a valuable instrument for practitioners to assess the state of employee trust-repair practices.

To the best of the authors’ knowledge, this is the first study in an organizational context demonstrating an operationally valid and comprehensive measure for employee trust-repair practices.

Successful firms are important sources of productivity, employment and economic stability in societies. As the micro-level origins of firm innovations are increasingly attracting attention amongst innovation scholars, the purpose of this study is to investigate the role of managerial innovativeness, i.e. small firm managers' innovative behaviour for firm performance. Specifically, the present study investigates managerial innovativeness as a predictor of small firms' product innovativeness and market performance.

This research model suggests that managerial innovativeness is positively linked to firms' market performance and that product innovativeness partially mediates the relationship between managerial innovativeness and market performance. The model was tested using partial least squares structural equation modelling (PLS-SEM) with a dataset (N = 93) collected from small logistics firms in South-Eastern Finland.

The findings support the authors' hypotheses and show that managerial innovativeness had a direct effect on firms' product innovativeness and market performance. The authors also found that firms' product innovativeness mediated the relationship between managerial innovativeness and firms' market performance.

This is one of the few studies that shed light on and show that managerial innovativeness is significantly and positively related with small firms' product innovativeness and market performance, whereas earlier research tended to focus on managers' personalities, traits, characteristics or managerial actions, leaving managerial innovativeness unexplored.

This case study explores trust at work, described by young professionals in the early stages of their careers. In this article, trust is approached as the study participants' experiences of interpersonal trust. More specifically, it refers to relationships between colleagues, among individuals or at group level (Ma et al., 2019). Supervisors or managers did not take part in this study. The research question was “What do young professionals tell about trust and its importance at work?”

The empirical study consists of qualitative data, focus group (5) interviews (n = 20) of young professionals who are in the early stages of their careers (1–3 years after graduation). The study is contextualized in Finland, in Helsinki metropolitan area, in three social and healthcare workplaces and two information technology (IT) organizations. Both public and private sectors are represented. The data were analysed by theory-based content analysis.

According to the study results, descriptions of trust and its importance at work can be placed in three main categories. First, trust is an important element in improving young professionals' adaptation into the working community. Second, trust strengthens young professionals' professionalism and professional development at work. Third, trust at work highlights ethical issues and their significance in workplace relationships. Practical implications and limitations are also discussed.

Due to the nature of this study, the research results should be viewed critically. The results can be seen as one suggestion to structure and increase understanding of trust in working life, from the perspective of young professionals in the early stages of their careers. As all research, the studies included in this review had several limitations that need to be taken into account. First, one of them is the size of the data, also in this study. Second, although literature has been searched carefully, there is always a chance of better literature existing for discussion on trust at work from young professionals' points of view, even though there is not a lot available on this specific topic. Nonetheless, literature of this study includes the most relevant classics of trust research. Third, the method has its own limits because it is based on focus group interviews, not interviews of individuals. On the other hand, it offered time for the team to reflect on trust in their own team. Still, this study offers one option for discussion of trust in work relationships. Additionally, it was noteworthy that the subjects were at the beginning of their careers, joining a new working community. They were in the early stages of building a professional identity, seeking confirmation of their skills and position in the working community. Thus, we recognize that this may have contributed to the collection of research data, which was a focus group interview. Few participants in the interview wanted to strongly point out the factors related to distrust, even if they had appeared at work. The authors recognize that exploring trust requires trust and acknowledge it. Data have been collected before the COVID-19 pandemic (see, e.g. van Zoonen et al., 2021).

This study implies that trust at work should focus on discussing young professionals' thoughts, expectations, feelings and experiences of trust at work as part of transitioning from graduation into working life or in early stages of their careers. Trust should not only be discussed in dyadic discussions between young professionals and supervisors but also as part of team discussions. The authors’ suggestion is that trust should be in the core of team discussions, not just as part of teams' social and emotional dimensions of their functionality and capacity. Courage and skills to take part in such discussions is needed from all parties. Especially leaders have to have the ability to create a trusting environment to talk about trust. In particular, the importance of peers in trust and their importance at work should be taken into account. By understanding young professionals’ point of view, we can prevent job changes or dissatisfaction at work too. The purpose of this study was to contribute to this line of research on trust at work. The trust resource contributes to and promotes the realization of participation in working life.

The trust resource contributes to and promotes the realization of participation in working life. Leaders and coworkers can learn about trust as a phenomenon, while developing more emotionally sustainable working environments for young professionals. Trust should be seen as a skill or competence to improve various positive functional dimensions at work.

The results demonstrate that it is crucial to ensure emotional sustainability at work, and a positive feeling of belonging at work supports young professionals by developing a trusting work environment. It strengthens their engagement in a new work.