Trust and Control Interrelations

154 citations recorded by the source corpus.

How researchers see this paper

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Going back to the source: Why do people trust each other? (2011, background): “Institutional constraints and incentives can be reassuring, and enabling of trust, and the literature has tended to endorse the view that trust and control are complements (Costa & Bijlsma-Frankema, 2007).”
Trust and distrust: Polar opposites, or independent but co-existing? (2014, background): “Luhmann (1979) argues that the institutionalization of distrust, and the ways in which managers follow de-personalized procedures, helps to foster managers’ perceptions of employees’ trustworthiness, and enhances levels of trust (see also Costa and Bijlsma-Frankema, 2007).”
The dark side of trust: When trust becomes a ‘poisoned chalice’ (2014, background): “Indeed, the bulk of the available evidence suggests that trust and control can work as complements rather than substitutes (Costa and Bijlsma-Frankema, 2007): you can have both (trust based on controls, or acceptance of controls because of the presence of trust).”
The Dark Side of Structural Holes (2013, background): “When members lack interpersonal trust of each other, a deleterious group climate for trust emerges in which the shared perception of possible opportunistic behaviors increases individual monitoring and constrains everyone’s exertion of discretion (Costa, 2003; Costa & Bijisma-Frankema, 2007).”