Building Trusting Multicultural Organizations: Rethinking the Influence of Culture on Interpersonal Trust Development in the Workplace

Abstract

Building trusting, multicultural organizations require us to accentuate ‘sharedness’ rather than identifying differences. This study investigates how organizational members activate multiple sources of cultural values to develop trust with their colleagues from different cultural backgrounds. Through a series of surveys followed by semi-structured interviews, data were collected from members operating in five different multinational organizations based in Germany and South Africa. Analyzed abductively, our findings illustrate the multiple sources of cultural values that influence members' disposition to trust and their assessment of their colleague's trustworthiness. We further show how four levels of trust emerge as an outcome of the interplay between these various cultural dimensions. Through our multidimensional operationalization of culture, we show how variations, not only across, but within individuals can hinder or promote trusting relationships in the workplace. This study highlights the need for more nuanced approaches towards the examination of the influence of culture on trust.