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This book brings together the theory and practice of managing public trust. It examines the current state of public trust, including a comprehensive global overview of both the research and practical applications of managing public trust by presenting research from seven countries (Brazil, Finland, Poland, Hungary, Portugal, Taiwan, Turkey) from three continents. The book is divided into five parts, covering the meaning of trust, types, dimension and the role of trust in management; the organizational challenges in relation to public trust; the impact of social media on the development of…mehr

Produktbeschreibung
This book brings together the theory and practice of managing public trust. It examines the current state of public trust, including a comprehensive global overview of both the research and practical applications of managing public trust by presenting research from seven countries (Brazil, Finland, Poland, Hungary, Portugal, Taiwan, Turkey) from three continents. The book is divided into five parts, covering the meaning of trust, types, dimension and the role of trust in management; the organizational challenges in relation to public trust; the impact of social media on the development of public trust; the dynamics of public trust in business; and public trust in different cultural contexts.

Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, B, BG, CY, CZ, D, DK, EW, E, FIN, F, GB, GR, HR, H, IRL, I, LT, L, LR, M, NL, PL, P, R, S, SLO, SK ausgeliefert werden.

  • Produktdetails
  • Verlag: Springer-Verlag GmbH
  • Erscheinungstermin: 26.03.2018
  • Englisch
  • ISBN-13: 9783319704852
  • Artikelnr.: 52941874
Autorenporträt
Barbara Kozuch is Professor of Economic Sciences at Jagiellonian University in Kraków, Poland, and a specialist in Organisation Theory and Public Management.  Slawomir J. Magala is Professor of Cross-Cultural Management in the Department of Organizational Sciences and Human Resource Management at the Rotterdam School of Management, Erasmus University, the Netherlands.  Joanna Paliszkiewicz is Professor at the Warsaw University of Life Sciences - SGGW, Poland, and at the Polish Japanese Academy of Information Technology. 
Inhaltsangabe
PART 1: Trust and public trust: background and definitions
1. Trust - multifaceted notion (J. Paliszkiewicz) 1.1. Introduction 1.2. The meaning of trust 1.3. The types of trust 1.4. The dimensions of trust 1.5. The role of trust in management 1.6. Chapter summary
2. Understanding public trust (B. Kozuch) 2.1. Introduction 2.2. Theoretical background 2.2.1. The nature of public organisations 2.2.2. Highlighting distinctive features of public organisations 2.3. Defining public trust under discipline management and organisation 2.3.1. Traditional approaches to public trust 2.3.2. Organisational perspective of public trust 2.4. Chapter summary

PART 2: Public trust and organisational challenges
3. Public trust and organisational change (S. Magala) 3.1. Introduction 3.2. Organizing trust 3.3. Trusting organizations 3.4. Trust in academic bureaucracy 3.5. Chapter summary
4. Public trust and organisational learning in academic institutions in Poland (B. Kozuch, K. Sienkiewicz-Malyjurek, R. Lenart-Gansiniec) 4.1. Introduction 4.2. Theoretical background 4.2.1. Trust as a condition for effective organisational relationships 4.2.2. Public trust and organisational learning as tools of managing academic institutions 4.3. Research results 4.3.1. Research method 4.3.2. Evaluation of the impact of trust on inter-organisational learning and knowledge creation 4.4. Chapter summary
5. The role and importance of trust in the processes of human resources management (M. Bugdol) 5.1. Introduction 5.2. Trust in the process of selection and recruitment 5.3. Trust in the process of adaptation and socialisation 5.4. Trust in the process of training 5.5. Trust in employee evaluations 5.6. Trust in employee motivation 5.7. Control and trust 5.8. Layoffs and trust 5.9. Conditions for the growth and development of trust 5.10. Chapter summary
6. Cultural factors of trust in a public organisation as a workplace (M. Chmielecki, L. Sulkowski) 6.1. Introduction 6.2. Public trust within social systems 6.3. System trust as a substitute for organisational trust 6.4. Public trust and culture 6.5. Trust and organisational performance 6.6. Chapter summary
7. Trust and strategic partnership - a barrier for developing dynamic capabilities as illustrated by the example of a public organisation (J. Sivusuo, J. Takala) 7.1. Introduction 7.2. Literature review: dynamics capabilities, strategic partnership, and trust 7.3. Research part 7.4. Chapter summary

PART 3: The development of public trust
8. Building public trust in social media (D. Konieczna, J. Paliszkiewicz, J. Goluchowski, B. Filipczyk) 8.1. Introduction 8.2. Impact of social media on the development of public trust 8.3. Analysis of building public trust in the process of participatory budgets consultation 8.4. Methodology of research 8.5. Results 8.6. Chapter summary

9. Public service design and public trust: conceptualizing and sustainability (A. Jablonski) 9.1. Introduction 9.2. Public trustand public distrust 9.3. Public service design (PSD) versus public trust 9.4. Sustainability in public organizations versus public trust 9.5. Co-production versus sustainability 9.6. Conceptualizing the sustainability of public organizations 9.7. Discussion and limitation 9.8. Chapter summary
Part 4: The dynamics of public trust in organisational co-operation
10. Mutual trust: joint performance by operations strategy implementation - securing the value chain by preparedness process (V.-J. Vornanen, A. Sivula, Y. Liu, J. Takala) 10.1. Introduction 10.2. Rebuilding public safety 10.3. Preparedness in the support processes' tasks 10.4. Mutual trust - joint performance in hybrid organisation 10.5. Chapter summary
11. From experience of public organisations - To be (without trust) or not to be (with trust) - an explanation of non-cooperative behaviour (I. Takács, K. Takács-György) 11.1. Introduction 11.2. Transaction costs of cooperative behaviour 11.3. "Tit for tat" - strategy ref