Activities per year
Our analysis of intraorganizational trust studies leads us to three conclusions. First, the large majority of intraorganizational trust research has strong unitarist underpinnings, which support a managerial agenda that is potentially detrimental to employees’ (and indeed managers’) long-term interests. Second, most of this research fails to explain how trust in organizations is embedded in societal and field-level institutions, hence it would benefit from looking ‘beyond the factory gates’ for a more complete understanding of trust dynamics in organizations. In this connection, we argue that Fox’s pluralist and radical perspectives, which are under-represented in intraorganizational trust research, could provide new lines of inquiry by locating internal trust relations in a wider institutional context. Third, Fox’s explanation of how low and high trust dynamics in organizations are embedded in wider society may help address the concerns about undersocialized, endogenous explanations and open the way for structure-agency analyses of building, maintaining and repairing intraorganizational trust.
- Alan Fox
- frames of reference
- industrial sociology
- organizational trust
- trust dynamics
Keynote Presentation on ' The Links between HR and Corporate Governance': A New Role for HR Directors?
Graeme Martin (Presenter)21 May 2015
Activity: Other activity types › Public engagement and outreach - public lecture/debate/seminar