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In this study, nine managers of a Dutch multinational engineering company were interviewed on the success and failure factors of post‐acquisition processes they were involved in over the past five years. When referring to their experiences, the managers mainly spoke about failures and how to avoid these in future. The focus of this study was on the cognitive map structure of the perspectives of managers as disclosed by the interview data. Three different collective maps were found, representing "the Strategists", strategic business unit‐presidents, and human resource (HR)‐managers. The maps show differences in perspectives on four central themes: control versus cooperation; how to handle the culture of the acquired firm; trust versus distrust; and speed versus carefulness. If the maps are compared with literature on management acquisition processes, the HR‐managers' map shows richer insights into how to manage human factors in acquisition processes than the other two. Instead of exploiting these valuable insights, the differences in perspectives fostered distrust between the two management levels, which constrained mutual learning.

In response to developments around as well as within organisations, managers are faced with a control‐commitment dilemma. A new rationality of governance has emerged besides the well‐known rationality of bureaucratic control. This new set of governance strategies, which is presented under different labels such as commitment‐based management or trust‐based governance, is directed at access to and leverage of intangible resources like employee commitment, tacit knowledge and learning behaviours. In this special issue, six studies are presented that address the subject of how top management teams deal with this control‐commitment dilemma and the intended or unintended consequences of choices made.

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.

Despite recent attention to trust, comparatively little is known about distrust as distinct from trust. In this paper, we drew on case study data of a reorganized court of law, where intergroup distrust had grown between judges and administrators, to develop a dynamic theory of distrust. We used insights from the literatures on distrust, conflict escalation, and professional–organization relations to guide the analysis of our case data. Our research is consistent with insights on distrust previously postulated, but we were able to extend and make more precise the perceptions and behaviors that make up the elements of the self-amplifying cycle of distrust development, how these elements are related, and the mechanisms of amplification that drive the cycle. To help guide and focus future research, we modeled the process by which distrust emerges and develops, and we drew inferences on how it can be repaired.

Part I. Introduction and history. Control is fundamental / Sim B. Sitkin, Laura B. Cardinal, and Katinka M. Bijlsma-Frankema ; A historical perspective on organizational control / Roger L.M. Dunbar and Matt Statler -- Part II. Conceptions of organizational control. A configurational theory of control / Laura B. Cardinal, Sim B. Sitkin, and Chris P. Long ; Critical perspectives on organizational control : reflections and prospects / Rick Delbridge -- Part III. Identity, attention, and motivation in organizational control. Identity work and control in occupational communities / John Van Maanen ; Organizational identity and control : can the two go together? / Elizabeth George and Ciuli Qian ; Attention and control / William Ocasio and Franz Wohlgezogen ; The role of motivational orientations in formal and informal control / M. Audrey Korsgaard, Bruce M. Meglino, and Sophia S. Jeong -- Part IV. Relational control. Relational networks, strategic advantage : new challenges for collaborative control / John Hagel III, John Seely Brown, and Mariann Jelinek ; Toward a theory of relational control : how relationship structure influences the choice of control / Laurie J. Kirsch and Vivek Choudhury ; Peer control in organizations / Misty L. Loughry -- Part V. Managerial and strategic control. Control to cooperation : examining the role of managerial authority in portfolios of managerial actions / Chris P. Long ; Consequences and antecedents of managerial and employee legitimacy interpretations of control : a natural open system approach / Katinka M. Bijlsma-Frankema and Ana Cristina Costa ; Managerial objectives of formal control : high motivation control mechanisms / Antoinette Weibel ; Control configurations and strategic initiatives / Markus Kreutzer and Christoph Lechner

This book challenges the current thinking on trust largely based on studies in stable contexts, by presenting new empirical studies of trust and trust building in a number of less stable, less institutionalized settings. These contexts are gaining in prominence given the globalization and virtualization of organizational relations, development of high velocity markets, and the growing importance of intangible resources

AbstractThe creation of sustained change and innovation in large 'old' organizations is a challenge for innovators and we contend, not well supported by rather static models for innovator–actor interactions in handbooks.This paper proposes a dynamic trust‐related approach of innovator–actor interactions, based on literature and the findings of a case study of innovation processes in a Dutch multinational.The paper concludes that effectiveness can be enhanced if innovators understand the dynamics of the field and their development over time and focus on the risks the actors perceive, which shape their areas of relevance.If innovators create a situation in which mutual risks are curbed, mutual learning is promoted and value‐congruence becomes possible and can be the basis for a well‐monitored process of trust‐based cooperation.Copyright © 2005 John Wiley & Sons, Ltd.

Integrating theorizing on situational strength and complementarity with control theory, we investigate the mediating processes that transmit peer control combination effects to team performance. We argue that two critical peer control mechanisms—norm strength and peer pressure—complement each other such that their joint impact on team members becomes stronger than the sum of their parts. In a multiple mediator model, we identify effort and trust as two distinct mediating processes that explain the relationship between peer control combinations and team performance. Multisource, multiwave data from 41 self-managing healthcare teams largely support our model. The pattern of mediation was more complex than we anticipated, revealing an indirect effect of peer controls on effort via trust. Together, our findings offer insight into how controls complement each other and the processes through which they do so.