Trust

Trust is important for all social interactions. There is ample evidence that organizations and societies that have high-trust relationships perform better. Given that, why do not all, or at least most, organizations and societies have high-trust relationships? Why is it so difficult to build and maintain sustainable trust relationships?

In my research I build (and test) theory about:

  • Processes of trust building
  • Processes of trust maintenance and repair, after the inevitable trouble situations when the flow of positive expectations is disrupted
  • The contingencies for control and trust to support and strengthen each other

I study this within (public) organizations, public collaborations, crafting communities (cf Willem Trommel), coproduction; and in the context of regulatory relations.

A special focus within organizations is frontline workers performing public tasks (e.g. social workers, teachers, inspectors).

PhD research projects

Silvan Hijlkema (Veiligheidsregio IJsselland), Community and safety in crisis: social capital and trust (start 2011); co-supervisor (supervisor Hans Boutellier, VU University).

Anne Bogaerts (ISZW, Inspectorate SZW), Managing inspectors as street-level bureaucrats/public professionals (start 2013), co-supervisor (supervisor Willem Trommel, VU University).

Publications on trust

Six, F.E., K. Lünnemann and D. Bannink (2015). Inherent tensions in public service delivery in simultaneously complex and conflictuous contexts: trust, dialogue and intrinsic motivation. Paper presented at IRSPM conference, March 30-April 1, 2015, Birmingham.

Bannink, D.B.D., F.E. Six and E.G. van Wijk (2015). ‘Bureaucratic, market or professional control? A theory on the relation between street-level task characteristics and the feasibility of control mechanisms.’ In Hupe, Hill and Buffat. Understanding street-level bureaucrats: on how they work and being managed, pp. 205-225. Bristol: Policy press.

Weibel, A., D.N. Den Hartog, N.Gillespie, R. Searle, D. Skinner and F.E. Six  (forthcoming). ‘How do controls impact trust in the employer?Human Resource Management.

Van de Walle S. and F.E. Six (2014). ‘Active trust and active distrust as distinct concepts: A comparative approach to why studying distrust is important.’ Journal of Comparative Policy Analysis special issue on Corruption, Trust, the Public Sector and Public Policies, 16/2: 158-174.

Weibel, A. and F.E. Six (2013). ‘Trust and control: the role of intrinsic motivation’. In R. Bachmann and A. Zaheer, Handbook of advances in trust research. Cheltenham: Edward Elgar, pp. 57-81.

Six F.E (2013). ‘Trust in regulatory relations: how new insights from trust research improve regulation theory’. Public Management Review, 15/2: 163-185.

Searle, R., D.N. Den Hartog, A. Weibel, N.Gillespie, F.E. Six, T. Hatzakis & D. Skinner (2011). ‘Trust in the employer: the role of high involvement HR systems and justice’. International Journal of Human Resource Management, 22/5: 1068 – 1091.

Six, F.E. and D. Skinner (2010). ‘Managing trust and trouble in interpersonal work relationships: evidence from two Dutch organisations’. International Journal of Human Resource Management, 21/1: 109-124.

Six, F.E., B. Nooteboom and A. Hoogendoorn (2010). ‘Actions that help build trust: a relational signaling approach’. Review of Social Economy, 68/3: 285-315.

Van den Akker, L., L. Heres, K. Lasthuizen en F.E. Six (2009). ‘Ethical leadership and trust: it’s all about meeting expectations’. International Journal of Leadership Studies, special issue on leader integrity, 5/2:102-122.

Six, F.E. and A. Sorge (2008). ‘Creating a high-trust organization: An exploration into organizational policies that stimulate interpersonal trust building’. Journal of Management Studies, 45/5: 857-884.

Six, F.E. (2007). ‘Building interpersonal trust within organizations: a relational signaling approach’. Journal of Management and Governance, 11/3: 258-309.

Six, F.E. (2005). The trouble with trust, the dynamics of interpersonal trust building. Cheltenham: Edward Elgar.

Six, F.E. (2004). Trust and trouble, building interpersonal trust within organizations. Rotterdam: ERIM.

Nooteboom, B. and F.E. Six (eds) (2003). The trust process, empirical studies of the determinants and the process of trust development. Cheltenham: Edward Elgar.

Six, F.E (2003). ‘The dynamics of trust and trouble’. In: B. Nooteboom and F.E. Six (eds). The trust process, empirical studies of the determinants and the process of trust development. Cheltenham: Edward Elgar, p. 196-222.

Nooteboom, B. and F.E. Six (2003). ‘Introduction’. In: B. Nooteboom and F.E. Six (eds). The trust process, empirical studies of the determinants and the process of trust development. Cheltenham: Edward Elgar, p. 1-15.

Six, F.E and B. Nooteboom (2003). ‘Conclusions’. In: B. Nooteboom and F.E. Six (eds). The trust process, empirical studies of the determinants and the process of trust development. Cheltenham: Edward Elgar, p. 223-230.

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