ABSTRACT
This chapter reviews research on control-trust dynamics by outlining control and trust that jointly constitute vital components of organizational effectiveness. First, existing work on control-trust relationships is organized and reviewed in ways that distil and highlight its central contributions. Second, this review also draws attention to persistent and ongoing theoretical and empirical debates in this topical area. Third, an agenda for future research is presented that charts a way forward and provides some suggestions for addressing persistent, theoretical dilemmas. By examining important scholarship in this area, a practical objective motivating this review is to provide managers and organizations with ways to more critically evaluate their own decisions regarding how they direct their subordinates and, at the same time, develop quality work relationships with them. A key issue that should be addressed by this research is how a manager’s trust in their subordinates influences their control decisions.
