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.
|Number of pages||22|
|Publication status||Published - 2008|
|Event||First ISA Forum on Sociology - Barcelona, Spain|
Duration: 5 Sep 2008 → 8 Sep 2008
|Conference||First ISA Forum on Sociology|
|Period||05/09/2008 → 08/09/2008|
- organizational change