Sheila Simsarian Webber

Blending service provider–client project teams to achieve client trust: Implications for project team trust, cohesion, and performance

The objective of the present research is to examine the effectiveness of “teaming with the client,” using blended service provider-client teams as an organizational strategy for achieving effective co-production engagements. The results show that having a blended team creates a more trusting relationship between the project manager and client. The clients trust results in greater team trust, team cohesion, and team performance. However, the research also demonstrates an important limitation to the use of blended teams. In blended teams, when the client does not trust the project manager, significant problems arise for the team itself as compared to non-blended teams.

Trust repair: the impact of perceived organisational support and issue‐selling

Purpose – The purpose of this paper is to examine the trust repair efforts of top management within an organization specifically focusing on the impact of perceived organizational support and issue‐selling success. Building on the theoretical trust repair literature, the authors bridge the gap between the laboratory dyad trust repair settings and the severe organization‐wide trust repair settings.Design/methodology/approach – The authors focus on one organizational context that experienced competency‐ and integrity‐based trust violations between managers and top management. Surveys and interviews were conducted with 32 managers to capture trust in top management, issue‐selling success rate, and perceived organizational support.Findings – Results demonstrate that perceived organizational support is significantly and positively related to trust in top management. In contrast, issue‐selling success rate is negatively related to trust in top management above and beyond the impact of perceived organizational s...

Navigating Multiple Identities Across Multiple Boundaries: A Cross-Level Model of Organizational Identification

Much of the existing research on organizational identification presumes a singular, central organizational identity with which individuals may come to identify rather than explicitly recognizing the multiple dimensions of identity likely embodied in the organization as well as the multi-dimensional nature of individual identity. In this cross-level, multi-method research, we provide a boundary perspective on identity and identification to illuminate the complex processes by which an organization manages a hybrid identity and individuals manage multiple personal identities within a hybrid identity context, and the impact this process has on organizational identification and member loyalty. The results show that organizational actions to integrate the hybrid identity create high- and low-status factions resulting in different levels of identification and member loyalty.