Trust, Organizations and Social Interaction aims to promote new knowledge about trust in an organizational context. The book provides case-analysis of how trust is formed through processes of social interaction in which actors observe, reflect upon and make sense of trust behaviour and its meaning in an organizational and social environment. It greatly contributes to clarifying what a process view may mean in trust research and to the understanding how social interaction processes affect trust.

The contributing authors demonstrate how trust and distrust are produced and reproduced in a complex interplay with social processes and practices. Instead of asking how trust may be measured or how trust is a resource for managers, they explore how trust develops and how managers become intertwined with and caught up in trust processes.

This enlightening empirical analysis of trust and its relationship with organizational processes is a vital resource for students, academics and scholars of organization, management, organizational behaviour and change, HRM and learning.

Contributors include: J. Allwood, N. Berbyuk Lindström, M. Bosse, M.-B. Ellingsen, B. Espedal, M. Frederiksen, L. Fuglsang, A.H. Gausdal, K. Grønhaug, U.K. Hansen, M. Ikonen, S. Jagd, S.T. Johansen, I.-L. Johansson, K. Malkamäki, K. Mogensen, L. Näslund, M. Neisig, K.A. Perry, M.A. Rasmussen, T. Savolainen, M. Selart, A. Swärd, N. Thygesen, S. Vallentin

Trust, Organizations and Social Interaction aims to promote new knowledge about trust in an organizational context. The book provides case-analysis of how trust is formed through processes of social interaction in which actors observe, reflect upon and make sense of trust behaviour and its meaning in an organizational and social environment. It greatly contributes to clarifying what a process view may mean in trust research and to the understanding how social interaction processes affect trust.

The contributing authors demonstrate how trust and distrust are produced and reproduced in a complex interplay with social processes and practices. Instead of asking how trust may be measured or how trust is a resource for managers, they explore how trust develops and how managers become intertwined with and caught up in trust processes.

This enlightening empirical analysis of trust and its relationship with organizational processes is a vital resource for students, academics and scholars of organization, management, organizational behaviour and change, HRM and learning.

Contributors include: J. Allwood, N. Berbyuk Lindström, M. Bosse, M.-B. Ellingsen, B. Espedal, M. Frederiksen, L. Fuglsang, A.H. Gausdal, K. Grønhaug, U.K. Hansen, M. Ikonen, S. Jagd, S.T. Johansen, I.-L. Johansson, K. Malkamäki, K. Mogensen, L. Näslund, M. Neisig, K.A. Perry, M.A. Rasmussen, T. Savolainen, M. Selart, A. Swärd, N. Thygesen, S. Vallentin