Organizational trustworthiness reduces to individual interests and incentives.

Evidence

Against this resolution by fiat, it would be odd if we found as a rule that individuals in organizational contexts have motivations for action that are systematically different from their usual motivations. They typically do have different incentives—that is how organizations work, by giving role holders incentives, positive and negative, for and against various actions and by coordinating people acting from varied incentives. If individual trustworthiness correlates strongly with interest in individual-to-individual relations, it seems likely that it must do so as well in intraorganizational relations that are, in various moments, individual-to-individual relations. — Russell Hardin, Trust and Trustworthiness, 708

Categorization

• XREF: connects to: Organizational incentives silence dissent inside firms riding unsustainable leverage — Yanis Varoufakis, Technofeudalism: What Killed Capitalism, 900