Functions and dysfunctions of interorganizational trust and distrust in the public sector

This contribution explores the functional and dysfunctional roles of interorganizational trust and distrust in the public sector. We construct a conceptual framework and analyze 59 qualitative interviews with key informants in Flemisha executive and judiciary public sector organizations. Results indicate that the combination of ‘trust as rule’ and ‘distrust as reasonable exception’ is functional for interorganizational interactions, while ‘trust as dogma’ or ‘distrust as rule’ gives rise to dysfunctionalities in interorganizational interactions. The study provides empirical evidence which challenges the ‘positive bias’ toward trust in extant research, and suggest a more balanced perspective on roles of interorganizational trust and distrust.status: Published onlin