Untangling Processes that Engendered Low-Trust Practices in a Supposedly High-Trust Organizational Field
2 Pages Posted: 9 Feb 2011
Date Written: February 7, 2011
The kibbutz is supposedly a high-trust society, but ethnography of a regional inter-kibbutz organization and its plants, administered by kibbutz members and operated by hired employees exposed negative managerial practices: amateurism, bluffing, concealing or camouflaging of mistakes and failures, scapegoating, favoritism, etc., which engendered mistrust and ineffectiveness, inefficiency, brain drain, conservative red tape, etc. Management by kibbutz members was supposed to enhance concern for kibbutz interests, but such concern was rare; innovative managers who tried to promote kibbutz interests mostly left due to colleagues’ animosity. Why did kibbutzim (Pl. of kibbutz) which owned this organization and formally controlled it do nothing about this mismanagement? The paper offer an answer.
Keywords: High- Vs. Low-Trust Culture, Oligarchy, Leadership Degeneration, Brain-Drain
JEL Classification: P13, P32, Q13
Suggested Citation: Suggested Citation