Kultura organizacyjna jako moderator związków pomiędzy zaufaniem organizacyjnym a jego determinantami i następstwami
Organizational culture as a moderator of the relationship between organizational trust and its antecedents and outcomes

Summary/Abstract: The paper includes analysis of the results of field studies conducted among employees of 20organizations (N=601). The analyses were aimed at determining the impact of organizational culturehas on the relationships between the “soft” (psychological and social) factors that characterize them.In particular the impact of organizational culture was considered on the relationship between the antecedentsand outcomes of organizational trust. The statistical method used was moderation analysis(Hayes, 2018). The studies were based on a questionnaire that included 13 scales as measures forthe variables considered.The analyses provides two main conclusions. The first is for researchers dealing with the softaspects of the organization’s functioning, especially those related to the role of trust in the organization. The second is addressed to practitioners and relates to the quality of knowledge on employeemanagement. The conclusion for the researchers concerns the need to take into account the specificity ofa given organization when describing organizational phenomena. This concerns the tacit factors thatgo beyond the standard characteristics (industry type, size of the organization, number of employees,etc.), in particular those aspects of the organizational culture related to organizational trust. Thefailure to do so may lead to inadequate advice for executives regarding the methods used to developthe organization’s potential.The conclusion for practitioners is the need to pay attention to how employees perceive theorganizational culture of their company. The omission of this fact may adversely affect the strategyof building a climate of trust, which can lead to a decrease in teamwork quality and a reduction inthe superior-subordinate relationship.

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