An Examination of the Role of Emotions in Trust and Control

View/ Open
Author(s)
Primary Supervisor
Jordan, Peter
Troth, Ashlea
Year published
2012
Metadata
Show full item recordAbstract
Since the 1980s, new forms of organising have developed which address the needs of organisations to make adaptive changes to their structures and processes and to rapidly respond to customer and market demands. Where previously the dominant form of organisation in western countries was bureaucracy, it is now being replaced by more organic forms of organisation (McSweeney, 2006). Where bureaucratic organisations have clear boundaries and control structures, standard operating procedures, and hierarchical chains of command, the post-bureaucratic organisation is characterised by normative forms of control that are sustained by ...
View more >Since the 1980s, new forms of organising have developed which address the needs of organisations to make adaptive changes to their structures and processes and to rapidly respond to customer and market demands. Where previously the dominant form of organisation in western countries was bureaucracy, it is now being replaced by more organic forms of organisation (McSweeney, 2006). Where bureaucratic organisations have clear boundaries and control structures, standard operating procedures, and hierarchical chains of command, the post-bureaucratic organisation is characterised by normative forms of control that are sustained by socialisation and teamwork (Styhre, 2008). One prominent characteristic of these new structures is trust. Although trust has always been required in organisations, the object of trust has moved from organisation and systems trust to trust in individuals (Lowe & Locke, 2008). Similarly, control has moved from hierarchical and structural forms to trust-based control (Maravelias, 2003). While forms of organising and control are being reconsidered in the workplace, the role of emotions in organisational life is also a growing area of investigation (Ashkanasy, Härtel, & Zerbe, 2000). Emotions are integral to the relationship between control and trust, given that trust has both cognitive and emotional dimensions (Lewis & Weigert, 1985).
View less >
View more >Since the 1980s, new forms of organising have developed which address the needs of organisations to make adaptive changes to their structures and processes and to rapidly respond to customer and market demands. Where previously the dominant form of organisation in western countries was bureaucracy, it is now being replaced by more organic forms of organisation (McSweeney, 2006). Where bureaucratic organisations have clear boundaries and control structures, standard operating procedures, and hierarchical chains of command, the post-bureaucratic organisation is characterised by normative forms of control that are sustained by socialisation and teamwork (Styhre, 2008). One prominent characteristic of these new structures is trust. Although trust has always been required in organisations, the object of trust has moved from organisation and systems trust to trust in individuals (Lowe & Locke, 2008). Similarly, control has moved from hierarchical and structural forms to trust-based control (Maravelias, 2003). While forms of organising and control are being reconsidered in the workplace, the role of emotions in organisational life is also a growing area of investigation (Ashkanasy, Härtel, & Zerbe, 2000). Emotions are integral to the relationship between control and trust, given that trust has both cognitive and emotional dimensions (Lewis & Weigert, 1985).
View less >
Thesis Type
Thesis (PhD Doctorate)
Degree Program
Doctor of Philosophy (PhD)
School
Griffith Business School
Copyright Statement
The author owns the copyright in this thesis, unless stated otherwise.
Item Access Status
Public
Subject
Emotional intelligence
Organizational management
Learning organizations
Organizational structure