Exploring the Change from Low-Trust to High-Trust Organizations

Søren Jagd

Exploring the Change from Low-Trust to High-Trust Organizations

Søren Jagd

Publikation: Konferencebidrag › Paper › Forskning › peer review

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Abstract

En hurtigt voksende literatur peger på vigtigheden af tillid for organisationer og på en eksplicit anvendelse af tillid som et ledelsesredskab. Det eksplicitte eller implicitte budskab, både i ledelsesliteraturen og i forskningsliteraturen om tillid som et ledelsesredskab, er at ledere skal gennemføre personlige og organisatoriske forandringsprojekter der leder hen mod højtillidsorganisationer. I dette papir diskuterer jeg hvordan vi kan forstå denne forandring mod højtillidsorganisationer: Hvad betyder begrebet højtillidsorganisationer og hvordan kan vi forstå forandringsprocessen hen mod højtillidsorganisationer? Jeg påpeger at det stadigt er uklart hvad begrebet højtillidsorganisationer konkret betyder og at forandringsprocessen i retning af højtillidsorganisationer involverer både en kvantitativ og en kvalitativ udvikling til tillid i organisationen. Et særligt vigtigt tema er udviklingen af koblingen mellem tillid og selvkontrol. På baggrund af denne analyse argumenteres at distinktionen mellem lavtillids- og højtillidsorganisationer er meget mere kompleks og involverer radikale forandringer i organisationskulturen end der antages i ledelsesliteraturen om tillid som et ledelsesredskab.

Originalsprog	Engelsk
Publikationsdato	2008
Antal sider	22
Status	Udgivet - 2008
Begivenhed	First ISA Forum on Sociology - Barcelona, Spanien Varighed: 5 sep. 2008 → 8 sep. 2008

Konference

Konference	First ISA Forum on Sociology
Land/Område	Spanien
By	Barcelona
Periode	05/09/2008 → 08/09/2008

Emneord

tillid
organisationsforandring

Adgang til dokumentet

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Citationsformater

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title = "Exploring the Change from Low-Trust to High-Trust Organizations",

abstract = "A growing body of literature point to the increasing importance of trust for organizations and for the explicit use of trust as a management tool. The explicit or implicit message in both management literature and research literature on trust as a management tool is that managers should pursue projects of personal and organizational change leading to high-trust organizations. In this paper I explore how we may understand this change towards high-trust organizations: What does it mean, what is the content of such a change, and what may be the consequences. I show that it is still rather unclear what the notion of high-trust organization actually means, and that the change process in the direction of high trust organizations involves not only a quantitative growth in trust, but may involve important qualitative changes in the organization, especially concerning the relations between management and employees. An especially important issue is the trust/self-control nexus. Following this analysis it may be argued that the distinction low versus high-trust is much more complex and involves radical changes in organizational culture and identity than assumed by most management literature on trust a new management tool.",

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AB - A growing body of literature point to the increasing importance of trust for organizations and for the explicit use of trust as a management tool. The explicit or implicit message in both management literature and research literature on trust as a management tool is that managers should pursue projects of personal and organizational change leading to high-trust organizations. In this paper I explore how we may understand this change towards high-trust organizations: What does it mean, what is the content of such a change, and what may be the consequences. I show that it is still rather unclear what the notion of high-trust organization actually means, and that the change process in the direction of high trust organizations involves not only a quantitative growth in trust, but may involve important qualitative changes in the organization, especially concerning the relations between management and employees. An especially important issue is the trust/self-control nexus. Following this analysis it may be argued that the distinction low versus high-trust is much more complex and involves radical changes in organizational culture and identity than assumed by most management literature on trust a new management tool.

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KW - trust

KW - organizational change

M3 - Paper

T2 - First ISA Forum on Sociology

Y2 - 5 September 2008 through 8 September 2008

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