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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.

Research excellency has long been the dominant paradigm in assessing academic quality and hence a prime determinant of academic careers. Lately, this approach to academic performance has come under higher scrutiny for its narrow focus on the individual, promoted an exclusive, performance-oriented talent management and inhibiting collaboration, transparency and societal involvement.

As a response to the limitations of the excellency policy, this chapter examines the emergence of open science as a transformative force in the academic world. Open science represents a paradigm shift, emphasizing the importance of transparency, and increased societal engagement in the academic process. It opens up the possibility to include the context dimension, multiple stakeholders and a more diverse set of development and performance indicators.

This chapter stresses the urgent need to realign our system of recognition and rewards with the premise of open science and with talent management. By highlighting the disconnect between current recognition mechanisms and the values of universities, this chapter emphasizes the necessity of transformative changes at institutional and systemic levels.

To provide concrete insights into the implementation of these changes, this chapter explores a case study of Utrecht University. This specific example showcases how strategic decisions at an institute level allow navigation of the complexities of recognizing and rewarding open science practices. The Utrecht University case study serves as an inspiration for other institutions seeking to embrace open science and adapt their policies and practices accordingly.