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When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case seeks to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.

When employees believe in and trust their management it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager‐employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypothesis regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization and introducing employee empowerment practices.

Owing to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees’ welfare, job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, turnover intentions and highlight the impact of these factors on organizational performance.

When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, and benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case aims to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees, and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

Due to lack of trust in management, there will be high employee turnover. This in its turn will have a negative effect on both the performance of management and employees' welfare.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.

The purpose of this paper is to investigate three patterns of stories employed by organisational actors to make sense of organisational change: stories of “the good old days”; stories of deception, taboo and silence; and stories of influence. Each pattern reflects one way in which organisational actors make sense of change and in which they use their stories for different purposes. This argument is illustrated by short evocative stories from the original data.

This paper derives from qualitative and inductive cross‐national research into organisational change and learning. Three manufacturing firms, one each from the UK, South Africa and Russia, were studied to investigate sensemaking under conditions of change. Data were collected through narrative interviews and interpreted using an inductive approach borrowing elements from grounded theory and analytic induction.

Personal accounts of experiences with organisational change (change stories) have a dual purpose. On the one hand, they are powerful sensemaking devices with which organisational actors make organisational change meaningful. On the other hand, they contest official change stories, reflecting the complex dynamics of organisational change in patterns of stories. The conclusion is that the experiences and agendas of different organisational actors shape the interests and actions of people in organisations, with decisive implications for patterns of organisational change.

Organisational change as a multi‐story process needs to be investigated through further qualitative and contextual research to provide richer insights into the dynamics of storytelling and sensemaking under conditions of organisational change.

Cross‐national study that builds on case and cross‐case analysis of autobiographical stories of experiences with organisational change.

The purpose of this paper is to explore the specific characteristics of consumers’ lived experience in a brand museum within a luxury context. While previous research has investigated this experience through the lens of brand heritage, the unique attributes and prestigiousness of the luxury field have not yet been examined. The authors argue that these distinctive features may alter the brand heritage experience in significant ways.

To understand the dimensions of a brand heritage experience in a luxury context, the authors applied a qualitative method using reflexive introspection. Specifically, the authors used 89 reflective introspections of 29 visitors of nine different luxury brand museums.

The findings indicate that a brand heritage experience in luxury is based on four dimensions: aesthetic, authentic, scientific and mythic. The data also reveal the heterogeneous aspect of the experience, which varies according to the level of consumers’ brand familiarity as well as whether the museum visit is led by a guide or not.

The authors contribute to the literature by emphasizing a new dimension of a brand heritage experience in luxury: a mythic dimension. This study also unveils the impact of contextual factors on the brand heritage experience.

The purpose of this paper is to examine first-year principals’ sense-making about two potentially conflicting demands as they take over low-performing urban schools: the demand to exert control over their teachers’ practice, and the need to build their teachers’ trust, collegiality, and commitment.

This study draws on a series of surveys and interviews with 12 first-year principals that took over some of the lowest-performing public schools in one large urban district.

Some principals begin their first year seeing their work to build accountability and commitment as complementary, while others see these two areas as in tension. Principals remain relatively consistent in these approaches over their first year on the job, although some principals change their views, generally coming to see these two areas as increasingly separate over time.

Future work should examine principals’ work to balance the demands of accountability and commitment in a variety of organizational contexts.

Principal preparation may benefit from training principals on the particular challenges they may face as they work with teachers in low-performing schools. Accountability systems may also seek to alter the demands placed on novice principals.

Despite the centrality of principals to school improvement, the prevalence of high-stakes school accountability, and findings on the importance of commitment to school success, little empirical research has examined how principals make sense of the potentially conflicting demands of accountability and commitment in highly pressured circumstances.

This paper aims to investigate the consequences of the heritage experience in brand museums on the consumer–brand relationship. By highlighting its heritage within a museum, the brand proposes a specific experience that deserves attention because it is based on memory and communal identity, thus creating or strengthening a relationship with consumers.

Ethnographic case studies were conducted through direct observation and extensive interviews with 72 visitors at two brand museums, the Fallot Mustard Mill and the House of the Laughing Cow.

The results highlight the emergence/strengthening of the relationship between consumers and the brand through the development of intimacy with the brand and the emergence of supportive behaviors toward the brand in the form of commercial support, ambassadorship and volunteering.

By characterizing and articulating the different relational consequences of visiting a brand museum, this research contributes to the literature dedicated to heritage experiences in consumption contexts and to the literature dedicated to consumer–brand relationships in servicescapes.

The study shows the necessity of grounding “heritage” in the physical setting of the brand museum to create a meaningful experience for visitors and, in turn, a deep relationship. Managers should treat brand museums as a relational tool in the marketing strategy of the brand and approach them from the perspective of long-term profitability.

While the literature has examined the spectacular and esthetic experiences brand museums offer, this study is the first to characterize the heritage experience and to document its consequences in terms of the consumer–brand relationship.

The purpose of this paper is to provide an explanation for why young consumers adopt interactive technologies.

The data analysed in this paper was taken from a series of in‐depth interviews and two online surveys initially conducted for the 2005 and 2006 Lifelounge Urban Market Reports.

The results suggest that five key values held by young consumers explain their adoption of interactive technologies. Following the explanation of each finding is a vignette of how the social networking site MySpace utilises interactive technologies to enable young consumers to convey their values.

This paper fills a gap in the literature by providing a values‐based structure of why young consumers adopt interactive technologies.