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<p>We propose a multilevel theoretical framework explaining how organizational learning and learning failures shape organizational trustworthiness and, in turn, stakeholder trust. We argue that sustaining an organizational capacity for trustworthiness requires learning from experience, deliberate (non-experiential) learning, and dynamic capabilities. Together, they help address blind spots, biases, and defense mechanisms that can cause daily routines to drift and lead to unethical conduct and trust violations. Further, we explicate how characteristics of the external and organizational context influence what organizations learn and the evolution of organizational trustworthiness. The case of child sexual abuse in the Catholic Church serves as an empirical illustration of our theoretical model. It highlights how impediments to organizational learning and deficient dynamic capabilities manifest in practice. We conclude by articulating how our theory can elucidate the relationship between organizational learning and trustworthiness in business organizations.</p>

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How Impediments to Learning Undermine Ethical Conduct and Organizational Trustworthiness

  • 期刊论文

  • 发表日期：

    2026年5月22日

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  • Robert Hurley,
  • Branko Božič,
  • Dionysios Dionysiou

摘要

We propose a multilevel theoretical framework explaining how organizational learning and learning failures shape organizational trustworthiness and, in turn, stakeholder trust. We argue that sustaining an organizational capacity for trustworthiness requires learning from experience, deliberate (non-experiential) learning, and dynamic capabilities. Together, they help address blind spots, biases, and defense mechanisms that can cause daily routines to drift and lead to unethical conduct and trust violations. Further, we explicate how characteristics of the external and organizational context influence what organizations learn and the evolution of organizational trustworthiness. The case of child sexual abuse in the Catholic Church serves as an empirical illustration of our theoretical model. It highlights how impediments to organizational learning and deficient dynamic capabilities manifest in practice. We conclude by articulating how our theory can elucidate the relationship between organizational learning and trustworthiness in business organizations.