Minimal Network: A Contribution to the Understanding of Control in Trust-Based Organizations

Miguel Pina E Cunha, Ken Kamoche, Nicola Marziliano and Vieira Da Cunha

International Studies of Management & Organization, 2003, vol. 33, issue 4, 94-120

Abstract: The need for effectiveness in contexts of high performance ambiguity and high goal incongruence is in the foreground of management practice but almost absent from management theory. Moreover, trust-based forms, because of their strong cultures and their unobtrusive default controls, fail to deliver the effectiveness they promise. Minimal networks integrate elements of formal power and elements of trust in order to assure effectiveness, via (1) a minimal trust that derives from (2) minimal commitment and (3) minimal consensus, held together by (4) a minimal structure. These four elements are presented via a set of propositions, together with the case for there being an independent organizational form which combines elements from hierarchies and networks/clans in a way that can increase the effectiveness of trust-based organizations.

Date: 2003
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DOI: 10.1080/00208825.2003.11043690

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