In this article, we show how trust becomes a powerful organizing principle, which regulates organizational members’ access to organizational benefits and thus, legitimizes discriminatory practices. In order to unravel hidden power games and performances of trusting we draw on qualitative data from an ethnographic case study of a Danish SME, which we analyze within a Bourdieusian reading of trust and the common good. In this way we gain tools to explore relationally how a successful organization, built on trust at the same time legitimizes discriminatory practices. Our findings contribute to the literature on trust and the common good by highlighting how trusting fosters discrimination. We illustrate our findings in a model showing the relational connections between trusting and the unequal access to the common good.
|Tidsskrift||Journal of Trust Research|
|Status||Afsendt - 28 dec. 2020|