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The study examines how two types of trust – institutional and system trust – predict online banking intentions (OBI) as a function of generational cohort membership.

The study uses a cross-sectional survey of 559 U.S. Amazon Mechanical Turk (MTurk) members using quota sampling from three generational groups: SGI (born before 1946), older boomer (born 1946–1954), and millennial (born 1977–1992).

Results showed generational cohort differences in system and institutional trust as well as OBI. Serial mediation model results showed the model where institutional trust precedes system trust best explains the relationship between generational cohort membership and OBI.

While diverse, the sample comprised of MTurk workers and relied on self-report measures of behavioral intentions, thus limiting the generalizability of our findings.

This study introduces two levels of e-trust into the technology acceptance literature and provides a guideline for financial institutions and system designers to understand the role of trust in driving online service adoption and use for different generations.

This study explores generational differences in technology use with special focus on older adults, which is yet to be fully explored in the literature. This study differentiates between two levels of e-trust and explores the order in which both trust types mediate the relationship between generational cohort membership and OBI.

Organizations are embedded in multiple interdependent networks comprising different types of relationships, which are managed by different functional units inside each organization. We define tie transfer across networks as the influence of relationships in one network on relationships in another. We argue that the probability of tie transfer will depend on the differences in context in which relationships are formed in two networks, on the past dynamics of relationships in a network into which the tie transfer takes place and on the relative salience of different networks. Our paper develops these conjectures into a relational multiplexity perspective.

Carlos Ghosn, ex-chairman and CEO of Nissan and Renault, once admired as a role model of a global leader, was jailed in November 2018. This chapter examines why Nissan senior executives took the controversial step of reporting Ghosn’s alleged behavior to the Prosecutor’s office, knowing it would send him to jail, rather than manage the situation internally. Clearly, the trust that Ghosn had built during the Nissan revival was no longer alive. We describe three phases across two decades of Ghosn’s leadership in Nissan. In each phase we analyze the relationship between Ghosn’s behavior and the business outcomes, on the one hand, and Ghosn’s relationship with the senior leaders at Nissan, on the other hand. Ghosn built trust with Nissan leaders in Phase I through his skillful global leadership and positive social processes. The trust was reinforced on its own momentum through Phase II. Starting with Phase III, mistakes in managing social dynamics became evident: Ghosn did not adjust his social relationships at Nissan, following changes in the environment and the organization. He became disconnected from the Nissan senior executives and employees, who eventually blew the whistle on his behaviors. Ironically, it seems that many of the factors that led to Ghosn’s success at Nissan turned into factors which led to his downfall. Ghosn’s case tells us that the virtuous circle of leadership can sometimes spiral so far that it is taken for granted. Neglecting to tend this virtuous circle can unravel it.

How much goodness do we expect from our neighbours? People living nearby might be locked with each other in interdependencies by spatial proximity but often do not know each other more personally. This chapter explores the question of how latent neighbourliness – an expectation that neighbours will have our back even though we might not know them – emerges. We draw on statistical analyses of survey data from four neighbourhoods in Berlin, Germany, and a pre- and post-COVID-19 methodology, therefore capturing a time when people were asked to stay home and within their neighbourhoods. Our findings demonstrate that latent neighbourliness is neither significantly associated with personal support from neighbours when facing important challenges, nor personal support experienced in the neighbourhood with others whom we know, but who are not neighbours (e.g., family members). Neither is latent neighbourliness a fixed attitude that can be explained by individual characteristics and/or positions (such as age, gender, education, income, one’s employment situation and others). In contrast, we find that, apart from individual generalised trust towards others, the neighbourhood setting itself shapes levels of latent neighbourliness among all demographics. Additionally, those with younger children show higher latent neighbourliness, most likely a result of moral geographies. We argue that caring for children in public and experiencing or displaying moral codes that others can read makes it easier to develop an expectation of goodwill (or for that matter, hostility) from neighbours, without having more durable ties to them.

Leadership is often challenged to provide a sense of continuity in spite of disruptive changes caused by strategic (managed) and external (un managed) processes. The authors reflect on their experience as organisation development consultants to a multinational merger and integration of three companies – part of a 15-year series of industry re-structuring. The authors focus on one intervention, showing how the situation displayed characteristics common in TV serials (soap operas). The authors describe an intervention informed by this analysis, offerings brief vignettes followed by a more extended explanation of how soap opera norms can be more widely applied to organisation and leader development.

We investigate the role of group identity in delegated decision-making. Our framework considers the impact of group identity (based on racial segregation in post-Apartheid South Africa) on decisions to appoint a representative in a trust game with delegated decision-making, where information on the race group of other players is either common or private knowledge. We test our framework experimentally on a sample of young South Africans who had never been exposed to experimental economics research. By exogenously matching parties according to their race group, we observe their endogenous trust and delegation behavior. Our results suggest that white players try to use information about group identity to increase profits, albeit unsuccessfully. This may help to explain distrust and coordination failures observed in real-life interactions.

Purpose – The purpose of this conceptual chapter is to discuss the limitations of the network organization in multinational corporations (MNCs). Since many IB/IM publications concentrate on the advantages of this organizational form, the focus of the chapter is on identifying the limitations that MNCs need to be aware of when they use network organizations.

Methodology – The analysis is based on a sound review of the literature that refers to the network organization in general and its application in MNCs.

Findings – The chapter shows that MNCs present a context that can aggravate the problems of a network organization. Four types of problems are identified: (1) knowledge transfer between MNCs’ subunits, (2) trust-building and corporate culture within MNCs, (3) subsidiary development and subsidiary managers’ stress, and (4) additional problems of a more general nature.

Practical implications – As a result of these problems, it is expected that the formal, hierarchical structure will remain an important organizational instrument for MNCs. The chapter specifies in which ways the formal organizational structure can help to reduce the limitations of the network organization. Finally, the chapter argues that, among the formal organizational models, the matrix structure should be considered more intensively in the future.

Originality/value of chapter – Since existing discussion of the network organization in MNCs tends to ignore the limitations and downsides of this organizational form, the chapter contributes to a more balanced understanding of the network organization.

This study investigates the way in which acquisition-related human factors affect knowledge transfer in the context of Chinese cross-border M&A for strategic assets. The authors find that the process of knowledge transfer is reciprocal for revenue and cost synergies, including explicit and tacit knowledge. The establishment of joint ventures (JV) in China after the takeover boosts product-oriented knowledge transfer from overseas-acquired firms in mature markets to Chinese acquirers. The promotion of overseas synergies stimulates complementary knowledge transfer flow, which is reversely transferred from Chinese acquirers to overseas-acquired subsidiaries such as low-saving sourcing and new market applications. This study identifies three acquisition-related human factors that impact overseas knowledge senders for knowledge transfer. These human factors are implemented by Chinese strategic investors as new shareholders during the loosen integration phase. The first facilitator is all-round communication programs with top management involvement, aiming to build up constructive communication channels to boost knowledge transfer. The second facilitator is competence-based trust, which stimulates cooperation and application based on similar professional competence between Chinese acquirers and their overseas-acquired subsidiaries. The impeder is a high turnover of key skilled workers at Chinese acquirers to undermine the effectiveness of knowledge transfer.

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.