Siinviidatud vabalevis olev tekst leidis oma koha põhjusel, et tegeleb kontrolli-usalduse dünaamikaga organisatsioonis konstitueerivast perspektiivist. Tekst võiks huvi pakkuda kõikidele inimestele, sest on raske ette kujutada kedagi, kel pole puudet kontrolli-usalduse küsimusega.


Control and trust are fundamental to organizational life (Long and Sitkin, 2018), specifically collaboration among actors both within and among organizations (BijlsmaFrankema and Costa, 2005). When effectively balanced, control and trust positively affect the performance and motivation of individuals (Das and Teng, 2001; Weibel et al., 2016)

Ülelihtsustamine oleks liiga lihtne. Tegemist on erinevate mehhanismidega:

However, balancing control and trust is difficult because they draw on opposing mechanisms (Long and Sitkin, 2018; Lumineau, 2017; Weibel, 2007). Actors use controls ‘to specify, measure, monitor, and evaluate others’ work in ways that direct them toward the achievement of desired objectives’ (Long and Sitkin, 2018, p. 725); in contrast, trust is ‘a psychological state where individuals are confident that another entity will reliably act in his or her best interest’ (ibid.).

Autorid küsivad:

How do managers respond to paradoxical control-trust dynamics in interorganizational relationships over time?

Konstueeriv perspektiiv:

A constitutive approach entails studying the origins, formation, and development of things by exploring how language and social interaction determine how actors enact things in organizational practices. Consequently, a constitutive approach draws attention to managers’ significant agency, not merely in reacting to external dynamics but in creating, shaping, and responding to such dynamics. […] A constitutive approach assumes that social interaction among actors brings things into existence and conditions how they develop over time (Putnam et al., 2016, pp. 7778). Consequently, managers do not merely respond to environmental pressures but ‘produce structures, constraints, and opportunities that were not there before they took action’ (Weick, 1988, p. 306).

Lugemishuvi suurendamiseks:

First, our findings suggest that although balancing is important, it coexists with three other managerial responses: paradoxical thinking, fulfilling promises, and transcending (see definitions and examples in the Findings). […] Our conceptual model integrates these two perspectives by suggesting that managers’ responses to paradoxical control-trust dynamics entail different modes of responses that set the conditions for continuity and discontinuity in the collaboration.

Vedel, J. B., & Geraldi, J. (2022). How Managers Respond to Paradoxical Control‐Trust Dynamics in Interorganizational Relationships over Time: A Constitutive ApproachJournal of Management Studies.