Denise M. Rousseau

The article discusses trust theory, multidisciplinary research, and trust between organizations. The analysis of trust is based on four questions: whether scholars can agree on the meaning of trust; if researchers are viewing trust statistically; if the status of trust--cause, effect, or interaction--changes across disciplines; and whether the levels of analysis also change. The “bandwidth” of trust--where trust and distrust are differentiated--can vary over time in the same relationship or coexist at the same time. Bandwidth types are deterrence-based trust, calculus-based trust, relational trust, and institution-based trust. Two conditions of trust are risk and interdependence. Three phases are building, stability, and dissolution. Several studies are mentioned.

Bringing together a wide range of theory from social and cognitive psychology, organizational behaviour, organizational learning and the management of change, this text draws useful conclusions about important psychological processes

Including contributions from leading scholars at Harvard Business School, Yale, and MIT's Sloan School of Management, this book explores the ways that careers have changed for workers as their firms reorganize to meet global competition. As firms re-engineer, downsize, enter into strategic alliances with other firms, and find other ways to reduce costs, they frequently lay off workers. Job security has been replaced by insecurity and workers have been forced to take charge of their own career development in ways they have never done before. The contributors to the book analyse the implications for these workers, who now have While many find the challenge rewarding as they find new opportunities for growth, others are finding it difficult to adapt to new jobs in new locations. The book looks at policy issues that can provide safety nets for those who are not able to find a place in the new world of boundaryless careers.

Our goals in writing this editorial are to encourage more contextualization in organizational research and to signal that the Journal of Organizational Behavior gives a sympathetic reception to submissions incorporating context into their research methods and reporting.

I explore the promise organization research offers for improved management practice and how, at present, it falls short. Using evidence-based medicine as an exemplar, I identify ways of closing the prevailing “research-practice gap”-- the failure of organizations and managers to base practices on best available evidence. I close with guidance for researchers, educators, and managers for translating the principles governing human behavior and organizational processes into more effective management practice.