What Matters to Whom? Managing Trust Across Multiple Stakeholder Groups

Trust has been widely recognized as a key enabler of organizational success. Prior research on organizational trust, however, has not distinguished between the potentially varying bases of trust across different stakeholder groups (e.g., employees, clients, investors, etc.). We develop a framework that distinguishes among organizational stakeholders along two dimensions: intensity (high or low) and locus (internal or external). The framework also helps to identify which of six potential antecedents of trust (benevolence, integrity, competence, reliability, transparency, and identification) will be relevant to which type of stakeholder. We test the predictions of our framework using survey responses from 1,296 respondents across four stakeholder groups from four different organizations. The results reveal that different antecedents of trust are indeed relevant for different stakeholder types, and provide strong support for the validity of the intensity and locus dimensions. This publication is Hauser Center Working Paper No. 39. The Hauser Center Working Paper Series was launched during the summer of 2000. The Series enables the Hauser Center to share with a broad audience important works-in-progress written by Hauser Center scholars and researchers

Mindfulness and the art of managing people as people, not 'resources'

Mindfulness has become a buzzword in the corporate world. Google, Starbucks, and many other corporate behemoths wish to infuse it in their employees to reengage them

Survival of the Misfittest - Stakeholder Enactment as Performance Buffer for Contingency Misfits

This study explores how contingency misfit can possibly be compensated. The paper particularly focuses on stakeholder enactment as a dynamic adaptation mechanism to overcome configurational misfit. By analyzing data from 238 firms located in eight countries, our study shows that stakeholder enactment can indeed buffer for contingency misfit. Enactment of internal stakeholders buffers the structure-strategy misfit, while enactment of external stakeholders buffers both the environment-organization misfit and structure-strategy misfit

Towards a Human-Centered Theory and Practice of the Firm: Presenting the Humanistic Paradigm of Business and Management

In this article, we review the challenges to the current economic system and then proceed by presenting two competing paradigms—the economistic and humanistic paradigms of business. We then develop the consequences of the humanistic view for the theory and practice of the firm with regard to global sustainability. We examine paradigmatic differences regarding business strategy, governance structures, leadership styles, and organizational culture, and illustrate them based on global case examples. In this manner, we contribute to the discussion of alternative theories for global sustainability, centering the debate on authentic human needs and the consequences of such for management theory

Towards a Human-Centered Theory and Practice of the Firm: Presenting the Humanistic Paradigm of Business and Management

In this article, we review the challenges to the current economic system and then proceed by presenting two competing paradigms—the economistic and humanistic paradigms of business. We then develop the consequences of the humanistic view for the theory and practice of the firm with regard to global sustainability. We examine paradigmatic differences regarding business strategy, governance structures, leadership styles, and organizational culture, and illustrate them based on global case examples. In this manner, we contribute to the discussion of alternative theories for global sustainability, centering the debate on authentic human needs and the consequences of such for management theory

Atypical Haemolytic Uraemic Syndrome Associated with a Hybrid Complement Gene

BACKGROUND: Sequence analysis of the regulators of complement activation (RCA) cluster of genes at chromosome position 1q32 shows evidence of several large genomic duplications. These duplications have resulted in a high degree of sequence identity between the gene for factor H (CFH) and the genes for the five factor H-related proteins (CFHL1–5; aliases CFHR1–5). CFH mutations have been described in association with atypical haemolytic uraemic syndrome (aHUS). The majority of the mutations are missense changes that cluster in the C-terminal region and impair the ability of factor H to regulate surface-bound C3b. Some have arisen as a result of gene conversion between CFH and CFHL1. In this study we tested the hypothesis that nonallelic homologous recombination between low-copy repeats in the RCA cluster could result in the formation of a hybrid CFH/CFHL1 gene that predisposes to the development of aHUS. METHODS AND FINDINGS: In a family with many cases of aHUS that segregate with the RCA cluster we used cDNA analysis, gene sequencing, and Southern blotting to show that affected individuals carry a heterozygous CFH/CFHL1 hybrid gene in which exons 1–21 are derived from CFH and exons 22/23 from CFHL1. This hybrid encodes a protein product identical to a functionally significant CFH mutant (c.3572C>T, S1191L and c.3590T>C, V1197A) that has been previously described in association with aHUS. CONCLUSIONS: CFH mutation screening is recommended in all aHUS patients prior to renal transplantation because of the high risk of disease recurrence post-transplant in those known to have a CFH mutation. Because of our finding it will be necessary to implement additional screening strategies that will detect a hybrid CFH/CFHL1 gene

Revisiting the five-facet structure of mindfulness

The current study aimed to replicate the development of the Five-Facet Mindfulness Questionnaire (FFMQ) in a sample of 399 undergraduate students. We factor analyzed the Mindful Attention and Awareness Questionnaire (MAAS), the Freiburg Mindfulness Scale, the Southampton Mindfulness Questionnaire (SMQ), the Cognitive Affective Mindfulness Scale Revised (CAMS-R), and the Kentucky Inventory of Mindfulness Skills (KIMS), but also extended the analysis by including a conceptually related measure, the Philadelphia Mindfulness Scale (PHLMS), and a conceptually unrelated measure, the Langer Mindfulness Scale (LMS). Overall, we found a partial replication of the five-factor structure, with the exception of non-reacting and non-judging which formed a single factor. The PHLMS items loaded as expected with theoretically related factors, whereas the LMS items emerged as separate factor. Finally, we found a new factor that was mostly defined by negatively worded items indicating possible item wording artifacts within the FFMQ. Our conceptual validation study indicates that some facets of the FFMQ can be recovered, but item wording factors may threaten the stability of these facets. Additionally, measures such as the LMS appear to measure not only theoretically, but also empirically different constructs