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Organizations have and will continue to face threats and crisis from a number of sources. We study trust from a contingency theory framework and hypothesize that trust levels vary depending on different organizational designs. Using data from the laboratory experimentation tool ELICIT, a multiplayer simulation, we examine the effect of trust levels and organizational design on performance. We find that trust and organizational design have strong interactions and that hierarchical organizations experience performance levels well below flexible organizational structures. We offer implications for managers who are responsible for identifying and responding to threat and crises.

If You Can't Trust, Stick to Hierarchy: Structure and Trust as Contingency Factors in Threat Assessment Contexts