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通过对包含586个效应值、110576个独立样本、总样本量达126819个的238个独立实证研究的梳理以及Met a分析,本研究回答了“信任之下,其效何如”、“在不同层次,信任与绩效的关系是否存在同一性”、“垂直距离对信任与绩效的关系有何影响”这三个在以往研究中并未得到解答的重要问题,并获得了阶段性定论:信任能显著地促进绩效。在组织内,信任对团队绩效的促进作用尤为突出,而在组织间,信任对组织绩效同样有较强的促进作用;二者关系存在同一性,即在个体、团队和组织不同层次,信任对关系类、创新类、任务类绩效的促进作用均依次变弱;信任双方的垂直距离越小,信任对绩效促进作用越强;此外,出版属性、测量工具以及同源偏差程度均能显著调节信任与绩效之间的关系,地区文化基本能调节,这四个变量的调节方向在不同层次高度一致。而且,测量工具的测量维度越多,信度越高,使用越广泛,信任与绩效之间的相关性越强。鉴于任务类结果变量在现阶段的管理实践中仍占据主导地位,而信任对管理者重点关切的任务类绩效的促进作用并不是非常有效,信任在管理实践中的效用因而需要引起警惕。
By combing 238 Meta-analyzes of 586 effects and 110576 independent samples with a total sample size of 126,819, the study responds to the question “What is the effect under trust?” At different levels, is there a relationship between trust and performance? “,” How does the vertical distance affect the relationship between trust and performance? "These three important issues that were not answered in previous studies and gained the stage Sexual Proof: Trust can significantly improve performance. Within the organization, the promotion of trust on team performance is particularly prominent, while in the organization, trust also has a strong role in promoting organizational performance; the relationship between the two is the same, that is, at different levels of individuals, teams and organizations, trust The promotion effect of relationship category, innovation category and task performance are weakened in turn; the smaller the vertical distance of trust, the stronger the trust effect on performance; in addition, the publishing attributes, measurement tools and degree of homologous deviation can significantly adjust the trust And the performance of the relationship between the basic regional culture can be adjusted, the adjustment of these four variables in the highly consistent at different levels. In addition, the more measurement dimensions, the higher the reliability and the more widely used the measurement tools, the stronger the correlation between trust and performance. In view of the fact that task-based outcome variables still dominate management practices at this stage, trust is not very effective in promoting task-based performance that is of major concern to managers and the utility of trust in management practices needs to be vigilant.