What produces trusting behaviour amongst managers? And how does trusting behaviour influence the exercise of organizational control? This paper attempts to answer these two questions in the context of China, Russia and Vietnam. With the reference to the construct of trust in employment relationships as developed by Tzafrir and Dolan, three dimensions of trust are examined empirically by means of survey data collected from managers in banking sector of respective countries. Statistical analyses reveal that the trust variables do not load equally well on the subscales of trust across the three countries. As a consequence, we propose a composite construct to characterise managers’ trusting behaviour. Based on control theory, four control modes are determined and their relationships with trust are investigated. Results indicate significant differences in terms of trust-control nexus between the three countries. We conclude by emphasizing the need for further research on culture-bound trusting behaviour, particularly in emerging societies.