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Follower trust is an essential component of effective leadership. Indeed, followers are not just passive observers, but active and often overlooked components of what makes leaders. But while trustworthiness has dominated scholarly discussions of the antecedents of trust, there is increasing consensus that we need to take a broader view. While trust motivation (i.e., the desire to be vulnerable in order to build or maintain particular relationships), has become a theme in theoretical discussions of trust, there remains a lack of empirical evidence testing these ideas. In response, we empirically test the role of trust motivation as an antecedent for trust in leaders across three experimental studies; we present two of the studies here and outline one which is planned to be completed prior to FINT 2022.

Ziel dieser Dissertation ist es, zu einem differenzierten Verständnis der Arbeitsplätze des 21. Jahrhunderts beizutragen. Es wird eine Vier-Felder-Matrix eingeführt, um die Vielfalt neuer Arbeitsplätze entsprechend jener Bedeutung abzubilden, die Führungskräfte (1) neuen Technologien in der Personalsteuerung (engl. control) einerseits und (2) dem Vertrauen der Mitarbeiter in den Arbeitgeber andererseits, beimessen (Das & Teng, 1998; Das & Teng, 2001). Es wird angenommen, dass die Dualität von Kontrolle und Vertrauen selbst im Licht neuer Technologien als zentraler Pfeiler der neuen Arbeit verbleiben (vgl., Weibel, 2007), die Balanceaufgabe des Managements hingegen an Komplexität hinzugewinnen wird. Jede der drei folgenden Forschungsarbeiten leistet jeweils einen phänomenologischen sowie einen konfigurationstheoretischen Beitrag zum Forschungsbereich Kontrolle und Vertrauen. Zusätzlich trägt jede Einzelarbeit zur Methodenvielfalt bei, indem bis dato kaum beachtete, explorative und kreative Forschungsdesigns Anwendung finden (Bamberger, 2018; Phan et al., 2017; von Krogh, 2018). Die erste Forschungsarbeit analysiert, wie neue Technologien die Personalsteuerung verändern oder transformieren und entwickelt ein Framework, mithilfe dessen vertrauensfördernde Personalsteuerungsmechanismen abgeleitet werden können. Die zweite Forschungsarbeit untersucht, wie Führungskräfte und Mitarbeitende durch neue Technologien stark durchdrungene Arbeitsplätze wahrnehmen. Die Fallstudie zeigt auf, warum sich neue Steuerungsmechanismen und Vertrauen per se nicht widersprechen, obwohl jene vollständig automatisiert sind und teilweise als Kollege auf Augenhöhe wahrgenommen werden. Die dritte Forschungsarbeit zeigt auf der Grundlage eines Mixed-Methods Designs vier Strategien auf, wie es Führungskräften gelingen kann, ihren Mitarbeitenden aktiv Vertrauen zu schenken, ohne ganz auf Kontrolle zu verzichten. In der Gesamtschau tragen die Ergebnisse dazu bei, 'Roboter als neue Chefs', wie von Steven Spielberg cineastisch antizipiert, ein Stück weit zu entzaubern. Zudem wird aufgezeigt, wie Arbeitsplätze des 21. Jahrhunderts trotz neuer Technologien menschlich bleiben und Vertrauen und Kontrolle zum Wohle aller Beteiligten ausgestaltet werden können., The overall aim of this dissertation is to contribute to a nuanced understanding of 21st-century workplaces. To this end, a four-field matrix is set up to map their variety according to the importance leaders attach to (1) new technology control systems and (2) employees trust in the employer (Das & Teng, 1998; Das & Teng, 2001). With this, I acknowledge that organizational control and trust form two major building blocks of workplaces. I suggest that the duality of these two concepts (see Weibel, 2007) will be critical for their effective functioning, even in the 21st-century. More precisely, this dissertation comprises three research papers shedding light on new workplace phenomena from the first three quadrants of this matrix. Furthermore, the papers add value to configurational control and trust theory as well as to a broadening of empirical research methods towards more radical and innovative qualitative endeavors, strongly called for by Phan and colleagues (2017), von Krogh (2018) or Bamberger (2018). Briefly, the first paper analyzes how new technologies alter or transform organizational control. Through an explorative morphological analysis, a framework is presented, that depicts how new technologies broaden and transform the scope of organizational control. Further, it enables researchers to analyze how trust-promoting new technology control configurations look like. The second paper investigates how organizational members perceive workplaces, which are deeply permeated with new technologies. Results from an explorative single embedded case study design show that new technology controls and high trust can coexist, even though control enactment is automatized and perceived as a novel actor in the workplace. The third paper studies how leaders actively develop trust in their employees. By means of an explorative mixed-methods study, the paper reveals four discernible strategies, how leaders effectively come to trust their employees; including means of control. In summary, the results of this dissertation help to disenchant the myth of robots as novel bosses as cinematically anticipated by Steven Spielberg. Additionally, they outline fruitful ways, how 21st-century workplaces can remain a human place where new technology control and trust can vividly coexist.

This study examined how organizational control is related to employees’organizational trust. We specifically focus on how different forms of control(process, outcome, and normative) relate to employees’ trust in theiremploying organizations and examine whether such trust in turn relatespositively to employee job performance (task performance andorganizational citizenship behavior). In addition, and in response to therecommendations of past research, we examined these relationships in ahigh control and compliance-based cultural context. Using data from 105employee-supervisor dyads from professional services firms in Singapore,we find support for our hypothesized model. The implications of the resultsfor theory and practice, and directions for future research are discussed.

Do organizational controls facilitate or hinder employees' trust in their organization? We addressed this question through a mixed-methods design using three studies. Based on a literature review and an open-response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees' trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview-based study (Study 3) confi rmed that well-implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization. Refereed/Peer-reviewed

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees' trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both human resource (HR) practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition, employees' dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed. © 2011 Taylor & Francis.