The titles of the chapters in this final part might at first surprise readers, but we have deliberately identified key topics where we see there being some important new developments or synergies with other areas that are worthy of further examination. Deanne N. Den Hartog commences this part with a reminder about the positive and significant role of leaders. Looking back to Dirk and Ferrin’s (2002) important meta-analysis, reviews of Fulmer and Gelfand (2012) and Nienaber et al. (2015), she reminds us of the impact on trust of leaders. She considers the development of trust in leaders, which has obvious synergies with some of the work on fairness which Chapter 10 by Lind reviews. She identifies a useful dichotomy between character and relationship-based views of trust in the leader, and highlights how leaders’ behavioural styles influence the building and eroding of their followers’ trust, building on Chapter 2 by Korsgaard. There are synergies with Chapter 28 by Searle, in her attention to the roles that leaders play in developing pertinent climates and in their efforts to implement Human Resource Management practices that can help build and sustain employee trust. Den Hartog also updates our thinking to ensure that adequate attention is paid to individual difference facets for followers in understanding better trust in this nexus. She concludes by emphasizing the importance of including relevant situation factors but also making more fine-grained distinctions in terms of cognitive-and affect-based trust for and in this central organizational relationship. There are important synergies with other chapters concerning this relationship including Chapter 2 by Korsgaard, on reciprocal trust, Chapter 5 by Lyu and Ferrin, on interpersonal trust, Chapter 10 by Lind, on fairness, and Chapter 11 by Coyle-Shapiro and Diehl, on social exchange.
Chapter 27 by Raaphorst and Van de Walle examine trust in and by the public sector, looking at trust issues in and for citizens. They develop further some of the elements found in Chapter 20 by Six. They show the dichotomy between citizens’ trust in the public sector, as distinct from public-sector organization’s trust in citizens. This chapter distinguishes between trust and distrust, and contends that trust in the public sector is changing, identifying pertinent clues and signals both of more trust, but also of areas where trust is low and concern more the emergence of distrust. There are therefore synergies with Chapter 4 by Sitkin and Bijlsma-Frankema, on distrust. They highlight an array of projects designed to enhance trust and reduce the incidence of distrust. They make the case that the relative dearth of attention to this sector is unfortunate as this is a context in which trust and distrust are critical matters. This chapter has obvious further links with Chapter 12 by Bachmann, on institutional trust.
In Chapter 28, Rosalind H. Searle outlines the importance of trust in terms of the employee Human Resources Management cycle to draw attention to the dynamics of trust within the context of Human Resources Management, but also to how important stages of that cycle have been omitted or only partially considered. In her review of this area, she differentiates the work to date that has focused on studies of bundles of HRM practices from that which considers single policy topics. From this analysis, she highlights the fragmentation of the current bundles field, but also reveals the paucity of work in some surprising areas. She outlines an agenda not just of key topics requiring further attention, but also for the importance of better measures and methods to create a more comprehensive insight into the seminal ways trust influences Human Resources Management policies and practice. This chapter has synergies with Chapter 26 by Den Hartog, but also with others including Chapter 12 by Bachmann, on institutional trust, those looking at the relationships, including Chapter 2 by Korsgaard, on reciprocal trust, Chapter 5 by Lyu and Ferrin, on interpersonal trust, Chapter 10 by Lind, on fairness, Chapter 12 by Coyle-Shapiro and Diehl, on social exchange, and Chapter 8 by Baer and Colquitt, which gives insights into antecedents. The chapter has links to Chapter 21 by Mather, which gives insights into employment relations, and Chapter 29 by Long and Weibel, on control and trust. Further, this is a context which has underexplored emotion and relationships as Chapter 1 by van Knippenberg, usefully outlines.
Chris P. Long and Antoinette Weibel undertake a review of the dynamics of control-trust to discuss how and why control and trust jointly constitute important components of organizational effectiveness. They outline the contributions of trust and control towards organizations and identify the two conflicting perspectives of trust as being undermined by control, versus control being a complement of trust. Their chapter includes attention to the important contextual vari ables that influence this relationship. They also identify the dearth of scrutiny by trust researchers into the cognitive and behavioural processes of managers that encourage others to trust them. There are synergies with Chapter 26 by Den Hartog, Chapter 28 by Searle and Chapter 29 by Long and Weibel, regarding how trust in subordinates impacts on managers’ control decisions. There are also links with Chapter 13 by Poppo and Cheng, on contracts.
Then, Shay S. Tzafrir, Guy Enosh and Laliv Egozi bring us full circle by looking more specifically at the question of affect, in particular at trust and anger. Their chapter takes a deep dive into effect in the social environment of work to examine the relationships between trust, anger and aggression. The chapter takes ideas discussed in three previous chapters – namely Chapter 6 by Nienaber, Holtgrave and Romeike, on trust and teams, Chapter 8 by Fulmer, on multilevel perspective and Chapter 1 by van Knippenberg, on affect-based relational trust – to enhance understanding of aggression and anger at work. While reviewing the current literature on anger and trust, this chapter includes concepts of microfoundation (Devinney, 2013) and multi-level effects to enhance how and why team members choose to show externally the anger they might feel. The chapter has further synergies with Chapter 5 by Lyu and Ferrin, on inter personal trust and with Chapter 2 by Korsgaard, which gives insights into reciprocal trust, Chapter 10 by Lind, on fairness, Chapter 11 by Coyle-Shapiro and Diehl, on social exchange, Chapter 9 by Baer and Colquitt, a review of antecedents and Chapter 26 by Den Hartog, on leadership.