Control‐Trust Dynamics during Socialization: Lessons from Workgroup Hazing

Abstract

A key stream of research in the control‐trust literature concerns how control builds trust. Yet, the iterative nature between control building trust and trust impacting control is poorly understood. Early formation of trust in work relationships is important because it pervades future interactions and trust‐building attempts, and we join this conversation by examining how workgroups can actively constrain newcomer behaviour through control to build trust during socialization. Specifically, our theory building focuses on the unofficial socialization practice of workgroup hazing to explore how workgroups can systematically force a circumstance in which newcomers must demonstrate their trustworthiness to the workgroup before they can be trusted as insiders of the group. Through this process, the perceived trustworthiness of newcomers affects how the workgroup subsequently controls them. By examining the perspective of the workgroup, we uncover two key mechanisms that impact these control‐trust dynamics in how workgroups often socialize newcomers: (1) there is a shift in vulnerability from the workgroup to the newcomer, and (2) person‐group fit serves as a proxy for the trustworthiness of the newcomer. We conclude with an agenda for future control‐trust research given our theory building.

Rethinking Control and Trust Dynamics in and between Organizations

“…Sweet et al (2023) outline how perceptions of ‘new‐comer fit’ influence subsequent socialization and trust‐building activities (Bauer et al, 2007; Jones, 1986; Van Maanen and Schein, 1979). They go on to describe how the components of a socialization process that is, by definition, a control activity, can instil trustworthiness in organizational ‘new‐comers’ through specially‐designed hazing activities that are organizationally endorsed and adjusted as newcomer compliance and trustworthiness are recognized and acknowledged (Fang et al, 2011; Feldman, 1981; Fisher, 1985).…”

“…Other research suggests that while some aspects of contractual control risk conflict, others enhance coordination (e.g., Argyres et al, 2007; Schilke and Lumineau, 2018), and therefore different dimensions of contractual control may affect trust differently, with different implications for exchange performance. In this issue, Sweet et al (2023) contribute to the understanding of the ambivalence of outcomes in the interplay between control and trust by examining workgroup hazing as a unique context in which workgroups can actively constrain newcomers’ behaviours through control to build trust with them. The paper uncovers two key mechanisms that impact these control‐trust dynamics: a shift in vulnerability from the workgroup to the newcomer and person‐group fit serving as a proxy for the trustworthiness of the newcomer.…”

“…For example, Bhardwaj and Sergeeva (2023) detail how Magnum Photos employed informal control mechanisms to reduce member opportunism, enhance coordination and cooperation, and ultimately, foster greater trust among organizational members. Sweet et al (2023) closely examine how controllers apply informal controls through socialization-based 'hazing' processes to create situations where group members must demonstrate their trustworthiness to a collective.…”

“…One potentially important area of research is how an individual's perspective and motives might influence their experiences with control-trust dynamics. Related to this question, both Bhardwaj and Sergeeva (2023) and Sweet et al (2023) in this issue outline complementary effects of informal controls and trust-building on unit cohesion. They suggest that sense of common purpose and organizational trust exhibited by individuals who share the same values and are accepted as a part of the 'in-group', may respond positively to combinations of strong informal norms, practices, and shared values.…”

“…We next present a brief synopsis of the articles included in this SI and how they contribute to the themes discussed above. Sweet et al (2023) contribute to Theme 1 (constructs) and Theme 2 (control-trust interaction) by examining conditions where informal controls can foster trust. They examine the early trust formation in work relationships based on a theory that outlines how the unofficial socialization practice of workgroup hazing can foster organizational trust in new organizational entrants.…”