Understanding Public Trust

  • Barbara Kożuch


Analyses of current scientific achievements have shown that there are some shortcomings of public trust, both in the practice of managing public organizations and in theoretical responses to the contemporary challenges of shaping trust within public organizations while establishing their external relationships. This chapter provides a framework for interpreting the specificity of trust in public organizations in the context of the concepts of publicness, particularly linkages between public trust, the effectiveness of public organizations, and the processes of creating, regaining, and sustaining public trust in public organizations. This chapter reports on the current state of knowledge about public trust and helps to further a deeper understanding of creating public trust within and between organizations.


Publicness Effectiveness of public organizations Sustaining public trust 


  1. Adams, B. D., Thomson, M. H., Brown, A., Sartori, J. A., Taylor, T., & Waldherr, S. (2008). Organisational trust in the Canadian forces. Toronto: HumanSystem.Google Scholar
  2. Agranoff, R. (2006). Inside collaborative networks: Ten lessons for public managers. Public Administration Review, 66(1), 56–65.CrossRefGoogle Scholar
  3. Apelt, C. (2014). Change in public organisations School of Management/Faculty of Business Queensland University of Technology. Retrieved from Christina_Apelt_Thesis.pdf. 16 June 2017.
  4. Arrow, K. (1974). The limits of organization. New York: Norton.Google Scholar
  5. Blind, P. K. (2006, November). Building trust in government in the twenty-first century: Review of literature and emerging. Issues, 3–8.Google Scholar
  6. Blomqvist, K., & Stahle, P. (2000). Building organizational trust. Paper presented at the 16th Annual IMP Conference, Bath.Google Scholar
  7. Bouckaert, G. (2012). Trust and public administration. Administration, 60(1), 91–115, Retrieved from: 18 July 2017.
  8. Boyne, G. A. (1998). Public services under new labour: Back to bureaucracy? Public Money and Management, 18(3), 43–50.CrossRefGoogle Scholar
  9. Boyne, G. A. (2002). Public and private management: What’s the difference? Journal of Management Studies, 39(1), 97–122.CrossRefGoogle Scholar
  10. Bozeman, B. (1984). Dimensions of publicness: An approach to public organizational theory. In B. Bozeman & J. Straussman (Eds.), New directions in public administration (pp. 46–62). Belmont: Crooks/Cole.Google Scholar
  11. Bozeman, B. (1987). All organizations are public: Bridging public and private organizational theories. San-Francisco: Jossey-Bass.Google Scholar
  12. Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington: Georgetown University Press.Google Scholar
  13. Bozeman, B. (2013). What organization theorists and public policy researchers can learn from one another: Publicness theory as a case-in-point. Organization Studies, 34(2), 169–188.CrossRefGoogle Scholar
  14. Bozeman, B., & Bretschneider, S. (1994). The “publicness puzzle” in organization theory: A test of alternative explanations of differences between public and private organizations. Journal of Public Administration Research and Theory, 4(2), 197–223.Google Scholar
  15. Bozeman, B., & Moulton, S. (2011). Integrative publicness: A framework for public management strategy and performance. Journal of Public Administration Research and Theory, 21(suppl 3), i363–i380.CrossRefGoogle Scholar
  16. Candlin, C. N., & Crichton, J. (2013). Discourses of trust. Basingstoke: Palgrave Macmillan.Google Scholar
  17. Cooper, T. L., & Bryer, T. A. (2012). William Robertson: Exemplar of politics and public management rightly understood. In N. M. Riccucci (Ed.), Serving public interest. Profiles of successful and innovate public servants (pp. 48–58). Armonk: M.E. Sharpe.Google Scholar
  18. Dye, T. R. (1992). Understanding public policy. Inglewood Cliffs: Prentice Hall.Google Scholar
  19. Fukuyama, F. (1996). Trust: Human nature and the reconstitution of social order. New York: Free Press.Google Scholar
  20. Haque, S. (2001). The diminishing publicness of public service under the current mode of governance. Public Administration Review, 61(1), 65–79.CrossRefGoogle Scholar
  21. Hardin, R. (2009). Zaufanie [Trust], Sic!, Warszawa.Google Scholar
  22. John, P. (1998). Analysing public policy. London: Continuum.Google Scholar
  23. Klijn, E. H. (2008). Governance and governance networks in Europe: An assessment of 10 years of research on the theme. Public Management Review, 10(4), 505–525.CrossRefGoogle Scholar
  24. Kożuch, B. (2011). Skuteczne współdziałanie organizacji publicznych i pozarządowych [Effective cooperation between public and non-governmental organszations]. Kraków: Instytut Spraw Publicznych, Uniwersytet Jagielloński.Google Scholar
  25. Kożuch, B. (2014). Organizacyjna perspektywa zaufania publicznego: zarys koncepcji [An outline of an organisationorganizational perspective of public trust]. Przedsiębiorczość i Zarządzanie: Zarządzane Humanistyczne, 1, 41–51.Google Scholar
  26. Kożuch, B., & Dobrowolski, Z. (2014). Creating public trust. An organisational perspective. Peter Lang: Frankfurt am Main.Google Scholar
  27. Kożuch, B., & Sienkiewicz-Małyjurek, K. (2013). Collaborative networks as a basis for internal economic security in sustainable local governance. The case of Poland. In K. Raczkowski & F. Schneider (Eds.), The economic security of business transactions. Oxford: Chartridge Books Oxford.Google Scholar
  28. Kożuch A., Kożuch B., Sułkowski Ł., Bogacz-Wojtanowska E., Lewandowski M., Sienkiewicz-Małyjurek K., Szczudlińska-Kanoś A., & Jung-Konstanty S. (2016). Obszary zarządzania publicznego [Areas of public management]. Kraków: Instytut Spraw Publicznych, Uniwersytet Jagielloński.Google Scholar
  29. Llewellyn, S., Brooks, S., & Mahon, A. (2013). Trust and confidence in government and public services. New York: Routledge.Google Scholar
  30. Lynn, L. E. (1981). Managing the public’s business. New York: Basic Books.Google Scholar
  31. Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. The Academy of Management Review, 20(3), 709–734.Google Scholar
  32. Noordegraaf, M. (2015). Public management. Performance, professionalism and politics. London: Palgrave.Google Scholar
  33. Nutt, P. C., & Backoff, R. W. (1993). Organizational publicness and its implications for strategic management. Journal of Public Administration Research and Theory, 3(2), 209–231.Google Scholar
  34. Pollit, C. (1990). Managerialism and the public services. Oxford: Blackwell.Google Scholar
  35. Putnam, R. D. (2000). Bowling alone: The collapse and revival of American community. New York: Simon and Schuster.CrossRefGoogle Scholar
  36. Putnam, R. D., Leonardi, R., & Nanetti, R. (1993). Making democracy work: Civic traditions in modern Italy. Princeton: Princeton University Press.Google Scholar
  37. Raadschelders, J. (2003). Government. A public administration perspective. Armonk: M.E. Sharpe.Google Scholar
  38. Rainey, H. G. (1983). Public agencies and private firms: Incentive structures, goals, and individual roles. Administration and Society, 15, 207–242.CrossRefGoogle Scholar
  39. Rainey, H. G. (2014). Understanding and managing public organizations (5th ed.). San Francisco: Jossey-Bass.Google Scholar
  40. Rainey, H. G., & Bozeman, B. (2000). Comparing public and private organizations. Journal of Public Administration Research and Theory, 10(2), 447–469.CrossRefGoogle Scholar
  41. Rainey, H. G., Backoff, R. W., & Levine, C. H. (1976). Comparing public and private organizations. Public Administration Review, 36(2), 233–244.CrossRefGoogle Scholar
  42. Riccucci, N. M. (Ed.). (2012). Serving public interest. Profiles of successful and innovate public servants. Armonk: M.E. Sharpe.Google Scholar
  43. Rosenbloom, D. H., & Goldman, D. (1989). Public administration: Understanding management, politics, and law in the public sector. New York: Random House.Google Scholar
  44. Shaw, R. B. (1997). Trust in ballance. San Francisco: Jossey-Bass Publishers.Google Scholar
  45. Shockley-Zalabak, P., Ellis, K., & Cesaria, R. (2000/2003). Measuring organizational trust: Crosscultural survey and index. IABC Research Foundation, San Francisco. (after M.L. Watson, can there be just one trust? A cross-disciplinary identification of trust definitions and measurement. Retrieved from 31 July 2017.
  46. Shockley-Zalabak, P., Morreale, S. P., & Hackman, M. Z. (2010). Building the high-trust organization. San Francisco: Jossey-Bass.Google Scholar
  47. Sitkin, S. B., & Roth, N. L. (1993). Explaining the limited effectiveness of legalistic “remedies” for trust/distrust. Organizational Science, 4, 367–392.CrossRefGoogle Scholar
  48. Sztompka, P. (1999). Trust: A sociological theory. Cambridge: Cambridge University Press.Google Scholar
  49. Tholen, B. (2016). Drawing the line: On the public/private distinction in debates on new modes of governance. Public Integrity, 18(3), 237–253.CrossRefGoogle Scholar
  50. Van de Walle, S., Van Roosbroek, S., & Bouckaert, G. (2008). Trust in the public sector: Is there any evidence for a long-term decline? International Review of Administrative Sciences, 74(1), 47–64.CrossRefGoogle Scholar
  51. Warren, M. E. (2006). Democracy and deceit. Regulating appearances of corruption. American Journal of Political Science, 50(1), 160–174.CrossRefGoogle Scholar
  52. Zaheer, A., McEvily, B., & Perrone, V. (1998). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science: A Journal of the Institute of Management Sciences, 9(2), 141–159.CrossRefGoogle Scholar
  53. Zucker, L. G. (1986). Production of trust: Institutional sources of economic structure,1840–1920. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 8). Greenwich: JAI Press.Google Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Barbara Kożuch
    • 1
  1. 1.Jagiellonian UniversityKrakówPoland

Personalised recommendations