Trust repair after an organization-level failure

We propose a systemic, multi-level framework for understanding trust repair at the organizational level. Drawing on systems theory, we theorize how each component of an organization’s system shapes employees’ perceptions of an organization’s trustworthiness, and can contribute to failures and effective trust repair. We distinguish the framework from prior work grounded in dyadic assumptions, and propose underlying principles and a four-stage process for organizational trust repair. The implications for research and practice are explored