<abstract xmlns="http://www.w3.org/1999/xhtml"><p>In an environment where the shift from knowledge to social economy forces the company to identify a new sustainable approach to attire, motivate and retain employees, partners and shareholders, social capital and its elements seem to be the key. The focus of the article is to prove the contribution that trust, in its entirety, as primary component of the social capital, has on the organizational performance of the company. The centric piece of the paper is based on a quantitative research conducted in a medium size IT company and it is designed to support the hypotheses per which a high level of trust will positively influence the overall business results. Regardless if it’s societal trust, market trust, relationship trust or selftrust, the respondents are requested to assess its multiple dimensions as these are translated into the company’s principles and values, the leaders’ strategy to improve the life of the shareholders, the company’s brands and their impact on the consumers, the relationship between individual and his/her peers and managers, as well as the individual’s aspirational behavior to be a trusted colleague/employee. Analyzing the results of the questionnaire, trust as core element of the social capital appears to be a main factor that drives the competitive advantage, designed to boost the employees’ energy, increase the sustainability for the company, irreversibly gain the confidence of stakeholders and eventually act a catalyst for the individual and organizational performance. The in-progress results of this paper represent significant key findings that trigger a more advance research, at a larger scale, by evaluating other companies, with similar employees’ profile to confirm the magnitude of this influence and convince the business leaders to continue supporting the creation and leverage of social capital in general and strive to generate, build and maintain trust as a must have asset.</p></abstract>

In an environment where the shift from knowledge to social economy forces the company to identify a new sustainable approach to attire, motivate and retain employees, partners and shareholders, social capital and its elements seem to be the key. The focus of the article is to prove the contribution that trust, in its entirety, as primary component of the social capital, has on the organizational performance of the company. The centric piece of the paper is based on a quantitative research conducted in a medium size IT company and it is designed to support the hypotheses per which a high level of trust will positively influence the overall business results. Regardless if it’s societal trust, market trust, relationship trust or selftrust, the respondents are requested to assess its multiple dimensions as these are translated into the company’s principles and values, the leaders’ strategy to improve the life of the shareholders, the company’s brands and their impact on the consumers, the relationship between individual and his/her peers and managers, as well as the individual’s aspirational behavior to be a trusted colleague/employee. Analyzing the results of the questionnaire, trust as core element of the social capital appears to be a main factor that drives the competitive advantage, designed to boost the employees’ energy, increase the sustainability for the company, irreversibly gain the confidence of stakeholders and eventually act a catalyst for the individual and organizational performance. The in-progress results of this paper represent significant key findings that trigger a more advance research, at a larger scale, by evaluating other companies, with similar employees’ profile to confirm the magnitude of this influence and convince the business leaders to continue supporting the creation and leverage of social capital in general and strive to generate, build and maintain trust as a must have asset.

Trust as catalyst for the organizational performance. A focus on a medium-size IT Romanian company

The Bucharest University of Economic Studies

Proceedings of the International Conference on Business Excellence

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

In an environment where the shift from knowledge to social economy forces the company to identify a new sustainable approach to attire, motivate and retain...

Trust as catalyst for the organizational performance. A focus on a medium-size IT Romanian company

Published Online: Aug 26, 2017

Page range: 770 - 778

DOI: https://doi.org/10.1515/picbe-2017-0081

Keywords
trust, social capital, performance, organization, catalyst

© 2017 Raluca Badea, published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Trust as catalyst for the organizational performance. A focus on a medium-size IT Romanian company

Published Online: Aug 26, 2017

Page range: 770 - 778

DOI: https://doi.org/10.1515/picbe-2017-0081

Keywordstrust, social capital, performance, organization, catalyst

© 2017 Raluca Badea, published by De Gruyter Open

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.

Keywords
trust, social capital, performance, organization, catalyst