Katinka M. Bijlsma-Frankema

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In response to developments around as well as within organisations, managers are faced with a control-commitment dilemma. A new rationality of governance has emerged besides the well-known rationality of bureaucratic control. This new set of governance strategies, which is presented under different labels such as commitment-based management or trust-based(More)
This article introduces the special issue on New Perspectives on the Trust-Control Nexus in Organizational Relations. Trust and control are interlinked processes commonly seen as key to reach effectiveness in interand intra-organizational relations. The relation between trust and control is, however, a complex one, and research into this relation has given(More)
The methodological aim of this study is to search for a parsimonious model to understand the behavioral cues employees use in pondering on trust in managers. A multiple triangulation approach is used to pursue this aim. Based on open interviews with a stratified sample of hospital employees, using the methodology of Kvale (1996), seven hypotheses were(More)
The creation of sustained change and innovation in large ‘old’ organizations is a challenge for innovators and we contend, not well supported by rather static models for innovator–actor interactions in handbooks. This paper proposes a dynamic trust-related approach of innovator–actor interactions, based on literature and the findings of a case study of(More)
In this study we test the effect of several team features on knowledge sharing within teams of primary school teachers and the performance of these teams. We contend that trust in team leaders and trust in colleagues, mediated by team identification, will have a positive effect on knowledge sharing and through knowledge sharing on team performance. Team(More)
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