Trust and control interrelations: New perspectives on the trust control nexus

This article is the post-print version of the published article that may be accessed at the link below. Copyright @ 2007 Sage Publications.This article introduces the special issue on New Perspectives on the Trust-Control Nexus in Organizational Relations. Trust and control are interlinked processes commonly seen as key to reach effectiveness in inter- and intraorganizational relations. The relation between trust and control is, however, a complex one, and research into this relation has given rise to various and contradictory interpretations of how trust and control relate. A well-known discussion is directed at whether trust and control are better conceived as substitutes, or as complementary mechanisms of governance. The articles in this special issue bring the discussion on the relationship between both concepts a step further by identifying common factors, distinctive mechanisms, and key implications relevant for theory building and empirical research. By studying trust and control through different perspectives and at different levels of analysis, the articles provide new theoretical insights and empirical evidence on the foundations of the trust-control interrelations

Heed, a missing link between trust, monitoring and performance in knowledge intensive teams

This longitudinal study aimed to explain performance differences of knowledge intensive project teams. Team level data gathered at three measurement moments were used. Antecedents of performance studied were: trust in team members, trust in supervisors, monitoring by team members and monitoring by supervisors. Heedful interrelating, a concept developed by Weick and Roberts (1993) was expected to mediate between trust in team members, monitoring by team members and team performance. Correlation analysis and structural equation modelling were employed to analyse the data. The results show that heedful interrelating of team members, built on a combination of trust and monitoring by team members and trust in supervisors is an important factor in promoting team performance

Work context and employee behaviour as antecedents for intrapreneurship

Contains fulltext : 112217.pdf (publisher's version ) (Closed access) Contains fulltext : 112217-1.pdf (author's version ) (Open Access)05 mei 201324 p