Interorganizational Trust: Origins, Dysfunctions and Regulation of Rigidities

This conceptual paper extends research on the downsides of developing trust to partners in interorganizational relationships. The idea developed captures that, although interorganizational trust generates benefits, a parallel process also produces undesired rigidities. Firms' flexibility in meeting a changing environment may thus be hampered rather than enabled by the created interorganizational relationship. First, we theorize on the micro‐processes of how and why such rigidities develop already at low levels of trust and accumulate in parallel to the positive trust effects as trust builds stronger over time. Second, we propose that the trust dysfunctions can be distinguished and moderated separately from trust benefits. In doing so, we identify and discuss the moderating potential of a set of handling tactics when trust develops rigidities in the relationship: competing, accommodating, avoiding, collaborating and compromising tactics. We discuss implications in relation to research on trust, inertia and interorganizational governance.