ABSTRACT
This chapter reviews research on control-trust dynamics by outlining how and why control and trust jointly constitute vital components of organizational effectiveness (Adler, 2001; Bradach & Eccles, 1989; Emsley & Kidon, 2007; Long, 2010; Ross, 1994). Controls describe the actions that individuals and organizations take to direct others to achieve objectives by specifying, channelling attention and effort as well as measuring, monitoring and incentivizing/sanctioning work (Dekker, 2004; Fayol, 1949; Ouchi, 1979). When individuals foster trust they generate a level of confidence in them that encourages others to have positive expectations about their intentions and behaviours (Rousseau, Sitkin, Burt, & Camerer, 1998).
