01572nas a2200157   4500008004100000245007900041210006900120260000900189490000900198520106700207653001501274100001701289700001601306700002201322856007001344       2019                        eng d00aHow Managers Gain Their Employees Trust through Control and Trust-Building0 aHow Managers Gain Their Employees Trust through Control and Trus  c20190 v20193 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. The paper concludes with a discussion about how these perspectives advance research on organizational control, organizational trust, and control-trust relationships.10aManagement1 aCarroll, Tim1 aLong, Chris1 aHoltom, Brooks, C  uhttps://journals.aom.org/doi/abs/10.5465/AMBPP.2019.19068abstract01425nas a2200157   4500008004100000245006600041210006600107260000900173490000900182520090100191653001501092100001401107700001701121700001901138856011001157       2016                        eng d00aHow Managers Foster Trust Through Control and Trustworthiness0 aHow Managers Foster Trust Through Control and Trustworthiness  c20160 v20163 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests.10aManagement1 aLong, Chs1 aCarroll, Tim1 aHoltom, Brooks  uhttps://dev.business.oregonstate.edu/biblio/how-managers-foster-trust-through-control-and-trustworthiness01999nas a2200145   4500008004100000245008300041210006900124260000900193490000900202520146600211653001501677100001701692700001901709856012501728       2012                        eng d00aHow Managers' Trust and Control Activities Influence Subordinates' Perceptions0 aHow Managers Trust and Control Activities Influence Subordinates  c20120 v20123 aThis paper refines and extends ideas about control-trust dynamics in two ways. First, we describe a theory of managerial action that outlines how managers integrate their efforts to apply controls and demonstrate their trustworthiness. We observe that managers attempt to promote superior-subordinate cooperation by linking their applications of output controls with demonstrations of their reliability, process controls with demonstrations of their competence, and social controls with demonstrations of their benevolence. Second, we demonstrate how the ways that managers combine efforts to apply controls and demonstrate their trustworthiness differentially influence the trust that subordinates have in their managers and the extent to which subordinates perceive they are controlled by them. When managers couple their efforts to apply output or social controls with efforts to demonstrate their reliability and benevolence respectively, subordinates perceive that their managers are motivated by trustworthy intentions and not by desires to control them. However, when managers couple their efforts to apply process controls with efforts to demonstrate their competence, subordinates’ perceive that their managers are motivated by a desire to control them, and not by trustworthy intentions. The paper concludes with a discussion of how this perspective advances research on organizational control, organizational trust, and trust-control relationships.10aManagement1 aCarroll, Tim1 aLong, Chris, P  uhttps://dev.business.oregonstate.edu/biblio/how-managers-trust-and-control-activities-influence-subordinates-perceptions