In this article, we argue for the reconceptualization of the control-freedom paradox in managing and motivating innovators. We call for conceptually separating managerial control and the consideration of organizational benefit, and caution that treating them as synonymous can lead managers to protect innovators from the very factors that support their intrinsic motivation. We draw attention to the dual motivational drivers of innovators, namely personal interest and organizational benefit, and discuss how they interact in defining the level of innovators' intrinsic motivation toward creative efforts. In so doing, we draw attention to the paradoxical nature of creative freedom: While the need to contribute to organizational benefit sets boundaries for creative action taken in an organizational context, it is simultaneously essential for the sense of autonomy experienced by innovators. Our findings contribute to the paradox studies of innovation, creativity, and innovation management, research on the complexity of intrinsic motivation as well as studies of change processes in organizations.

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Organization-sponsored sharing platforms extend the sharing economy to workplaces by connecting employees in a private online community where they can socially exchange goods and services with coworkers. Employees share costs but do not earn income during this collaborative consumption. Furthermore, employers pay for their employees to have access to the platform technology and any related transaction fees. Trust is a crucial antecedent for engagement on sharing platforms because it helps mitigate risks during collaborative consumption. However, the literature on trust in the sharing economy has focused almost exclusively on platforms that broker peerto-peer rental transactions rather than social exchanges. There is also a lack of research about providers' perspectives. We address these gaps by investigating the nature of trust among employees who initially provide goods and services on an organizationsponsored sharing platform. We also explore how these employees' initial trust influences their collaborative consumption with coworkers. Through abductive analysis of 22 interviews with 15 providers on an organization-sponsored sharing platform, we shed light on how employees initially develop trust when providing goods and services to coworkers. By integrating prior research on initial trust among employees and cognitive framing with in-depth qualitative insights, we develop a conceptual model depicting how identity, interaction and issue frames shape these providers' beliefs about coworker trustworthiness and intended sharing strategy. In particular, our empirical findings reveal that employees' social categorization, illusions of control and engagement motive framed their initial trust and enactment of collaborative consumption as citizens in a community or consumers in a marketplace.

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