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The growth in cryptomarkets has reinvigorated the research on illicit drug distribution due to the availability of large-scale data. This data has enabled researchers to ask new and detailed questions about how participants in these markets trust each other enough for the market not to collapse. This question deserves more attention because it has become a taken-for-granted notion that repeated transactions and social categories create trust. Whether online or on the street, economic exchanges under illegality are more uncertain than transactions in the legal economy. This puts higher demands on trust, as there is less information and the stakes are higher. In this chapter, the author presents definitions, typologies, and disciplinary contributions to the study of trust and examine how it has been operationalised in a sample of 13 peer-reviewed articles. These articles focus on three dimensions of trust: process-based trust that derives from repeated transactions with known partners; character-based trust measured by the networked reputation scores; and institutional-based trust in the platform and its administrators. In practice, the trust bases are intertwined. Drawing on the broader social science literature on trust, a mesolevel operationalisation that centres on networked reputation scores as embedded in processes and institutions can draw the research together in a multidisciplinary framework.

Although we have achieved a greater understanding of cryptomarket specifics, evidence on the consumer side of cryptomarkets is still needed – not only regarding the role of cryptomarkets on individual drug-using careers but also on the motives for buying illicit drugs from cryptomarkets. Moreover, research has indicated that national differences exist regarding different variables relating to cryptomarket use and prevalence, as well as to why users are drawn to these markets. In this chapter, the author presents the results of a Belgian case study focusing on drug cryptomarket buyers. Using an online quantitative survey (N = 99) and semi-structured interviews (N = 10), we gain exploratory insight into the motives of Belgian buyers sourcing illicit drugs from cryptomarkets and how they believe these cryptomarkets affect their drug-using careers. Results indicate that most of the respondents had bought drugs offline before buying them from cryptomarkets and that the frequency of their drug use did not change once cryptomarkets were accessed. Almost 60% of our respondents, however, consumed different drugs or a wider range of drugs following their cryptomarket use. Furthermore, most of the respondents purchased from cryptomarkets for their personal consumption, and some of them also shared their supply with friends, that is, social supply. The alternative drug offer was the principal reason why they were using cryptomarkets, followed by curiosity and the price and the quality of the drugs. Although the respondents in this study were well aware of different risks related to market vendors, market administrators, and law enforcement, these risks were considered to be minimal and part of the cryptomarket environment. The results of this case study are informative and highlight areas requiring further research.

Little research is devoted to how salary allocation processes interfere with gender inequality in talent development in universities. Administrative data from a university indicated a substantial salary gap between men and women academics, which partially could be explained by the unequal distribution of men and women in the academic job levels after acquiring a PhD, from lecturer to full professor, with men being overrepresented in the higher job levels, as well as in the more senior positions within each job level. We demonstrated how a lack of transparency, consistency and accountability can disqualify apparent fair, merit-based salary decisions and result in biased gender differences in job and salary levels. This chapter reflects on how salary decisions matter for the recognition of talent and should be an integral part of talent management.