How Managers Respond to Paradoxical Control‐Trust Dynamics in Interorganizational Relationships over Time: A Constitutive Approach
通过一家制药公司与大学及生物技术公司的纵向案例研究，揭示了管理者应对控制-信任悖论动态的三种新回应方式（超越性思维、履行承诺、超越），以及这些回应随时间演化的治理路径。
Abstract Control‐trust dynamics are fundamental to organizational life, but managers struggle to balance them because these dynamics draw on opposing mechanisms. Past research has mainly assumed that substitution and complementarity constitute key control‐trust dynamics, which has limited scholars' understanding of why these dynamics are difficult to balance and how managers deal with them over time. We explore managers' responses to paradoxical control‐trust dynamics. We conducted a longitudinal case study of how managers in a pharmaceutical company dealt with these dynamics in an interorganizational relationship with a university and a biotech firm. Our findings show (a) a new category of response to control‐trust dynamics beyond substitution and complementarity (the More‐Than), (b) three new enacted responses beyond balancing (paradoxical thinking, fulfilling promises, and transcending), and (c) a governance path that managers' responses evolve over time. Our findings suggest that managers' responses to paradoxical control‐trust dynamics ensure the performance and endurance of interorganizational relationships.