In management we trust: How social capital can improve the balance sheet

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The concepts of loyalty and trust are often utilized in different ways to describe the same phenomena, and this imbalance can sometimes be ascribed to which side of the commercial fence you find yourself. A consumer is often described as “loyal” for repeat purchases of the same brand, but an employee can be described as “distrusting” when they question the latest strategic plans put forward by the CEO. However the same employee is loyal enough to care about the future direction of the company, and the same consumer may not trust the brand enough to buy its products every time, and look elsewhere when it feels like it.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2011), "In management we trust: How social capital can improve the balance sheet", Strategic Direction, Vol. 27 No. 5, pp. 29-31. https://doi.org/10.1108/02580541111125806