In episode 77, we host Nicole Gillespie, KPMG Chair in Organizational Trust and Professor at the University of Queensland Business School. We delve into academia’s struggle to apply research practically due to journal priorities. Nicole calls for equilibrium, endorsing interdisciplinary studies and industry partnerships. She notes differing university attitudes, from valuing research quality to prioritizing journal rankings. The shift towards impactful research is promising, but she’s concerned about restrictive journal lists in some US business schools, hampering cumulative social science progress.
Restoring trust in organizations is tougher than in personal relationships due to complex stakeholder needs and diverse post-breach perceptions. Various stakeholders with distinct interests demand different repair actions. Unclear responsibility and external factors complicate organizational trust repair, as seen in cases like BP’s oil spill. Attribution of responsibility varies due to group dynamics and social media, leading to differing violation assessments. Repairing trust can clash between external and internal stakeholders, as seen in case studies. Similar principles apply, like symbolic acts for emotional resolution, but organizations have unique options like firing responsible parties.
Vulnerability is a key aspect of trust, defined as the willingness to be exposed to another’s actions based on positive expectations. Trust is most relevant in uncertain situations, where we willingly rely on and share with others. Paradoxically, high trust often reduces our subjective sense of vulnerability, but we remain objectively vulnerable to those we trust most. Recent research reviews show that vulnerability is inherent to humans and organizations. While often seen negatively, vulnerability also has positive aspects: fostering connections, aiding innovation, resilience, compassion, and a willingness to help and protect others.