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Dynamic interplay between merger process justice and cognitive trust in top management: A longitudinal study
Janne Kaltiainen1, Jukka Lipponen1, Brian C Holtz2
1Department of Social Research.
The Journal of Applied Psychology
|November 29, 2016
Summary
During organizational change, trust and justice perceptions influence each other reciprocally. Cognitive trust in leadership positively impacts merger process justice perceptions, and vice versa.
Area of Science:
- Organizational Behavior
- Management Science
- Social Psychology
Background:
- Organizational change, particularly mergers, significantly impacts employee perceptions.
- Traditional views posit trust as a consequence of justice, but recent theories suggest a reciprocal relationship.
Purpose of the Study:
- To investigate the reciprocal relationship between cognitive trust in top management and perceptions of merger process justice.
- To examine these dynamics during a significant organizational change event.
Main Methods:
- Longitudinal survey data collected across three waves from 622 employees during a merger.
- Cross-lagged panel models were used to analyze the temporal interplay between trust and justice.
Main Results:
- Significant positive reciprocal relationships were found between cognitive trust and merger process justice over time.
- Cognitive trust demonstrated a slightly more robust influence on subsequent justice perceptions than justice on trust.
Conclusions:
- The study challenges the unidirectional view of trust formation, highlighting a dynamic, reciprocal interplay with justice perceptions.
- Findings contribute to a nuanced understanding of trust, justice, and employee reactions during organizational mergers.
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