Trust in the Balance: How Managers Integrate Trust-Building and Task Control

Abstract

This chapter refines and extends ideas about managerial task control and trust-building activities. We present a model of managerial action that outlines the general processes by which managers make both joint and independent decisions about the trust-building, and task control activities they undertake. In addition, we examine a variety of contextual factors that affect how managers combine and integrate these activities and describe three different balancing processes (antithetical, orthogonal, synergistic) that managers use to develop trust and control within their organizations. The chapter concludes with a discussion of how our perspective and its contributions advance research on organizational trust, organizational control and trust-control relationships. 3

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