Skip to main content
SpringerLink
Log in
Book cover

Managing Public Trust pp 43–55Cite as

Palgrave Macmillan

Public Trust and Organizational Change

  • Chapter
  • First Online:

  • 424 Accesses

Abstract

Public trust is either an attribute of a relationship, a property of an individual personality, or an attribute of socialization (a cultural rule). These three conceptualizations of trust overlap when oligarchs and populists make and break the elites. Populations should trust their hopes that upward mobility towards the elite status is possible, which will generate enough commitment to the reproduction of social order. To sustain belief in meritocracy, populations should also trust that the elites deserve their elite status. Trust in academic professionals as the acknowledged, legitimized experts in producing knowledge is a litmus paper of social trust. The quality of academic credentials—of bachelor, master, and doctorate degrees—should be trusted, as they are thought to stimulate the evolution of complex societies.

“The ceaseless pursuit of data to quantify the value of any endeavor is catastrophic to true understanding.”

(Eggers 2014, 485)

“Neither the direction of cultural shift nor the intensity of change can be fully predicted solely on the basis of economic growth.”

(Minkov 2011, 237)

This is a preview of subscription content, log in via an institution.

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD   109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

References

  • Achen, C., & Bartels, L. M. (2016). Democracy for realists. Why elections do not produce responsive governments. Princeton/Oxford: Princeton University Press.

    Book  Google Scholar 

  • Ansell, C. K. (2011). Pragmatic democracy. Evolutionary learning as public philosophy. Oxford/New York: Oxford University Press.

    Book  Google Scholar 

  • D’Iribarne, Ph. (2015). La logique de l’honneur. Gestion des enterprises et traditions nationales. Paris: le Seuil.

    Google Scholar 

  • Eggers, D. (2014). The circle. New York/London: Penguin.

    Google Scholar 

  • Fukuyama, F. (1992). The end of history and the last man. New York: Free Press.

    Google Scholar 

  • Fukuyama, F. (2014, June 6). At the end of history still stands democracy. The Wall Street Journal, p. 2.

    Google Scholar 

  • Hofstede, G. (1984). Culture’s consequences. International differences in work related-values. Newbury Park/London/New Delhi: Sage.

    Google Scholar 

  • Innerarity, D. (2013). The democracy of knowledge. Bloomsbury Academic: London/New York.

    Google Scholar 

  • Islam, G. (2015). Practitioners as theorists: Para-ethnography and the collaborative study of contemporary organizations. Organizational Research Methods, 18(2), 231–251.

    Article  Google Scholar 

  • Milgram, S. (1974). Obedience to authority: An experimental view. New York: Harper & Row.

    Google Scholar 

  • Minkov, M. (2011). Cultural differences in a globalizing world. Bingley: Emerald.

    Google Scholar 

  • Noble, D. P. (1998). Digital diploma mills: The automation of higher education. New York: Monthly Review Press.

    Google Scholar 

  • Putnam, R. D., & Feldstein, L. M. (2003). Better together. Restoring the American community. New York/London: Simon & Schuster.

    Google Scholar 

  • Sennett, R. (2012). Together. The rituals, pleasures and politics of cooperation. London/New York: Allen Lane/Penguin.

    Google Scholar 

  • Smith, G. (2016). Democratic innovations. Designing institutions for citizen participation. Cambridge: Cambridge University Press.

    Google Scholar 

  • Sztompka, P. (1999). Trust; a sociological theory. Cambridge/New York: Cambridge University Press.

    Google Scholar 

  • Turkle, S. (1995). Life on the screen. Identity in the age of the internet. New York: Touchstone.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Erasmus University Rotterdam (em.), Rotterdam, The Netherlands

    Sławomir J. Magala

  2. Jagiellonian University, Cracow, Poland

    Sławomir J. Magala

Authors
  1. Sławomir J. Magala
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. Jagiellonian University, Krakow, Poland

    Barbara Kożuch

  2. Rotterdam School of Management, Erasmus University, Rotterdam, The Netherlands

    Sławomir J. Magala

  3. Warsaw University of Life Sciences, Warsaw, Poland

    Joanna Paliszkiewicz

Rights and permissions

Reprints and permissions

Copyright information

© 2018 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Magala, S.J. (2018). Public Trust and Organizational Change. In: Kożuch, B., Magala, S., Paliszkiewicz, J. (eds) Managing Public Trust. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-70485-2_4

Download citation

Publish with us

Policies and ethics

Search

Navigation