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

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    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.
    Original languageEnglish
    Publication date2008
    Number of pages22
    Publication statusPublished - 2008
    EventFirst ISA Forum on Sociology - Barcelona, Spain
    Duration: 5 Sep 20088 Sep 2008


    ConferenceFirst ISA Forum on Sociology


    • trust
    • organizational change

    Cite this

    Jagd, S. (2008). Exploring the Change from Low-Trust to High-Trust Organizations. Paper presented at First ISA Forum on Sociology, Barcelona, Spain.