The role of competence‐based trust and organizational identification in continuous improvement

Abstract

This paper investigates the role of individuals' competence‐based trust and organizational identification (OI) in employees' continuous improvement efforts. The data were collected in a high‐tech multinational joint venture company with a sample of over 490 shop floor workers. The results show that trust is positively related to continuous improvement efforts when employees strongly identify with the organization. For individuals whose OI is weaker, however, trust is not positively related to continuous improvement. OI, on the other hand, not only moderated the relationship between trust and continuous improvement efforts, but also had a strong and positive impact on employees' continuous improvement efforts. Managerial implications are discussed.

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