Over the past quarter century, trust has emerged as a core concept in organizational psychology and organizational behavior. We review the body of research amassed over that period using a field evolutionary lens and identify two “waves” that have shaped and progressed the field in specific and important ways: Wave 1, establishing foundational building blocks; Wave 2, questioning assumptions and examining alternatives. For each wave, we identify what has been learned and identify key questions that still need to be addressed. We also suggest researchers will need to evolve the fundamental questions asked in order to maintain the momentum of the literature into the next quarter century, and we speculate about what these might look like. Finally, as a result of recent organizational developments and societal disruptions, we anticipate the emergence of a third wave, aimed at examining their implications for trust in the workplace. Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 9 is January 2022. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
Due to increasing multi-actor networked world, the decision making process about complex governance systems, such as the Amsterdam Airport Schiphol (AAS), is experienced incremental and highly indecisive. Often, in these cases, collaborative arrangements are created as aiding vehicles to tackle these complex problems. Two of these arrangements have been recently analyzed in "Systems Research and Behavioral Science", with regard to AAS. In reference to these analyses, one concluded that the self-organizing capacity of those collaborative arrangements, intertwined with the complex system characteristics of the involved governance system, would improve the impact of the problem solving capacity with regard to complex issues. In this article we will argue that these analyses are far from complete. Instead, this contribution argues that they are only minor parts of the solution, even resulting in misguiding conclusions. On the basis of a more profound actor-network analyses, we will show that one of the most appreciated of those collaborative arrangements -the Alders- Table -is in fact hardly successful at all, nor reducing or resolving the complexity of the governance decision. Sooner these arrangements have condensed it into larger, newer and sharper controversies. From here we suggest that -instead of complicating the problem towards more complexity, hoping that this route would avoid path dependencies and bring new solutions -there is rather a need to clear 'the disposition of complexity' profoundly. Instead of linking complexity to its specific governance settings, we would sooner need a (re)focus on more concrete associative opportunities, and co-evolution beyond political agenda's and/or plans.
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