In the riptide of control and trust : emergence of control practices, suspicion, and distrust in new technology deployment
Hurmelinna-Laukkanen, Pia; Niemimaa, Elina; Rantakari, Anniina; Helander, Nina (2022-11-28)
Hurmelinna-Laukkanen, P., Niemimaa, E., Rantakari, A. and Helander, N. (2022), In the riptide of control and trust: Emergence of control practices, suspicion, and distrust in new technology deployment. J. Manage. Stud.. Accepted Author Manuscript. https://doi.org/10.1111/joms.12893
This is the peer reviewed version of the following article: Hurmelinna-Laukkanen, P., Niemimaa, E., Rantakari, A. and Helander, N. (2022), In the riptide of control and trust: Emergence of control practices, suspicion, and distrust in new technology deployment. J. Manage. Stud.. Accepted Author Manuscript., which has been published in final form at https://doi.org/10.1111/joms.12893. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. This article may not be enhanced, enriched or otherwise transformed into a derivative work, without express permission from Wiley or by statutory rights under applicable legislation. Copyright notices must not be removed, obscured or modified. The article must be linked to Wiley’s version of record on Wiley Online Library and any embedding, framing or otherwise making available the article or pages thereof by third parties from platforms, services and websites other than Wiley Online Library must be prohibited.
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https://urn.fi/URN:NBN:fi-fe2022120268756
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Abstract
In this study, we focus on the unintended consequences of new technology deployment for control-trust dynamics. When addressing these dynamics, managers and management researchers often focus on consciously designed and implemented controls and management actions that build, repair, or preserve trust. At the same time, unowned processes—processes that have no single source or purpose—easily go unnoticed. These processes may have effects that are inadvertent and sometimes detrimental. A close-up ethnographic study of a technology deployment provides insight into the emergence of unintended control practices and shifts in trust. Our findings demonstrate how deployment of new technology prompted a shift in the loci and forms of control and how trust, suspicion, and distrust surfaced asymmetrically as organizational members interpreted in different ways how others were using the new technological features. These developments contributed to the emergence of four unintended control practices: incidental monitoring, organizational surveillance, individual concealment, and collective resistance. Our study highlights the role of unowned processes in the control-trust dynamics and emphasizes that whether or not control and trust are consciously addressed, both play interactive and evolving roles in organizations.
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