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This paper aims to contribute to the debate on employee performance by discussing the importance of trust in encouraging performance.

Based on a literature review of discretionary contributions to the organization and employee trust in their leaders.

There is strong evidence that the vulnerability of employees in the employment relationship has increased the importance of trust in encouraging employee extra‐role behaviour outside their legal and contractual obligation.

The importance of trust for employee behaviour has been well documented but the fragility of the psychological contract shows that discretionary extra‐role behaviour will be context specific.

Organizations need employees to perform beyond expectations and this paper shows the importance of trust in encouraging this performance.

This paper is important for managers and academics because of the imperative of being able to access and then use the knowledge and skills of employees.

AFTER the little flurry of dispute recently whether Sir Keith Joseph should or should not have been invited to address the LA conference in Sheffield this year, the Secretary for Industry has himself withdrawn, on the grounds that he now finds himself obliged to lead an overseas trade delegation at the same time as the conference. Thus hot air doth dissolve into the atmosphere, as Hamlet might have said (but did not).

I WAS lunching recently with a friend who reckons he has about ten more years to go in libraries before retirement, and he raised an interesting question. Given the realisation that one will not, at his age, now be likely to make chief, what can a senior and experienced librarian do by way of interesting alternative to just serving out time?

This paper evaluates the non‐healthcare organisational literature on conceptualisations of trust. The aim of the paper is to review this diverse literature, and to reflect on the potential insights it might offer healthcare researchers, policy makers and managers.

A number of the key concepts that contribute to contrasting definitions of trust in the organisational literature are identified.

The paper highlights the heterogeneity of trust as an organisational concept. Aspects of trust that relate more specifically to non‐healthcare settings are shown to have some potential relevance for healthcare. Five aspects of trust, considered to have particular significance to the changing face of the NHS, appear to offer scope for further exploration in healthcare settings.

The NHS continues to face changes to its organisational structures, both planned and unplanned. Healthcare providers will need to be alert to intra‐ and inter‐organisational relationships, of which trust issues will form an inevitable part. Whilst it might be argued that the lessons offered by conceptualisations of trust within wider organisational settings have limitations, the paper demonstrates sufficient areas of overlap to encourage cross‐fertilisation of ideas.

The paper draws together previous research on a topic of increasing relevance to healthcare researchers, which has exercised management researchers for at least three decades. The paper acts as a guide to future research and practice.

AFTER MORE THAN 3 years of deliberations, the Committee to consider the Law on Copyright and Designs has reported to the government, and the report (Cmnd 6732) is published by HMSO at £4.10.

Knowledge is a vital strategic resource for multinational enterprises (MNEs). As MNEs expand internationally, knowledge transfer through expatriates is a crucial part of the value proposition of outward foreign direct investment. However, this is undermined if knowledge is hidden rather than shared. Given the scarcity of research on knowledge hiding in MNEs, this paper aims to investigate this phenomenon among expatriates and develops a new framework to analyze knowledge hiding.

Survey data from 201 Chinese MNE expatriates is collected and analyzed using Partial Least Squares – Structural Equation Modeling to test the relationships between knowledge hiding, organizational practices, cultural intelligence and job embeddedness. Relevant organizational practices based on the ability-motivation-opportunity enhancing framework were identified, based on 24 semi-structured qualitative interviews which guided the quantitative analysis.

The direct effects of organizational practices on all types of knowledge hiding are limited. However, organizational practices’ influence on knowledge hiding is mediated by the cultural intelligence of expatriates, and this relationship is moderated by job embeddedness.

The research advances current thinking about knowledge management and outlines both theoretical and practical implications at organizational and societal levels. It explores the mechanisms for remedying knowledge hiding through organizational practices, including the interactive effects of cultural intelligence and job embeddedness among expatriates. Organizational knowledge management strategies in MNEs need to recognize cultural differences and improve job embeddedness to form the basis of successful knowledge transfer.