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The purpose of this paper is to expand our understanding on team listening by incorporating an action component. The authors empirically test the effect of this expanded concept, namely team action listening on team success, and investigate how team commitment moderates the relationship between team trust and team action listening.

The authors explored listening in teams in the field and in the lab, both qualitatively and quantitatively, through studying 474 team members representing 100 teams. The authors tested the hypotheses by structural equation modeling augmented with in-depth team interviews.

The findings showed that: teams demonstrate that they listen by taking action, teams that exhibit action listening are more successful, there is a direct relationship between team trust and team action listening and team commitment negatively moderates this relation in larger teams.

Managers should encourage taking action in team discussions. Yet, they should be wary of the detrimental effects of team commitment to team action listening particularly in teams with high trust. Commitment increases the risk of groupthink and decreases the participation to team discussions and listening. In particular, managers may benefit from keeping the team smaller, as in large teams, commitment suppresses the relationship between trust and team action listening.

This study extends research on team listening by adding the action aspect that distinguishes successful teams. It is one of the first to investigate the interrelationships between team trust, commitment, team action listening and success in teams.

The purpose of this paper is to propose that the manager’s perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In turn, the manager’s trust in team members is related to team members’ trust in the manager. Furthermore, engagement and burnout at the individual level are considered outcomes of trust reciprocity.

The authors test this trust-mediated multilevel model with a sample of 95 managers and 754 team members working in services for people with intellectual disability. These services are delivered by team-based structures of workers who perform coordinated tasks.

The findings suggest that service quality delivered by team members is positively and significantly related to the manager’s trust in them. The results also suggest that the manager’s trust in team members leads to the trust that managers received by team members. Finally, team members who trust their managers show less burnout and high engagement.

Previous literature has neglected the reciprocity of trust. In contrast, this research study considered the perspective of both managers and team members and how this reciprocity of trust is related to service quality and well-being at work.

The current study highlights the critical role of service quality and achieving high-quality relationships between managers and team members.

Performance and well-being are compatible because team members’ efforts are compensated by forming relationships with managers based on trust, and the quality of these relationships, in turn, prevents burnout and stimulates engagement among employees.

With faster innovation and shorter product cycles, time pressure is a highly relevant factor affecting contemporary business processes. This study aims to extend prior research on the effects of velocity at the firm level by considering the effect of time pressure on knowledge transfer effectiveness (KTE) on the team level and the role of trust as a mediator of this effect.

We empirically assess the impact of time pressure on knowledge transfer effectiveness in teams. Further, we test the mediating effect of trust on this relationship. We study a sample of 285 project teams applying partial least squares structural equation modeling (PLS-SEM).

The authors find that time pressure is negatively associated with KTE. Moreover, trust among team members has a complementary mediating effect on this relationship. Thus, while trust is urgently needed for enhancing KTE under time pressure, time pressure reduces trust-building too.

This study establishes empirically the importance of time pressure and trust as drivers of KTE in teams. The contribution connects the field of knowledge management to important streams in the wider business literature: organization studies, management, strategic management, project management, innovation etc. Whereas the model is parsimonious, it has high explanatory power and high generalizability to other contexts.

Team managers should take care to allow enough time for knowledge transfer within the team. This is particularly important when knowledge sharing is central, e.g. in innovation, development and change processes. If this is not possible, measures should be taken to maintain trust among team members.

Effective knowledge management enhances the performance of business entities and public-sector organizations alike. Today, both the private and public sectors are under considerable pressure to increase both efficiency and effectiveness. Effective knowledge transfer within teams is a core capability to achieve this goal. More effective organizations result in more competitive private firms, more employment opportunities and improved public services to citizens.

Time pressure is an increasingly relevant factor in contemporary business but so far little explored in research. This study extends current knowledge by considering the effect of time pressure on KTE.

This study examines trust-repair practices at the team level after organizational change.

A qualitative research approach was adopted, and data were collected from key informants through focus group discussions and interviews. The data analysis involved thematic coding and followed the structured procedure.

This study found that after organization change, trust can be repaired at the team level by improving team leaders' information sharing and knowledge in change management, and by enforcing communication, collaboration and ethical behaviour among team members.

This paper makes three key contributions by (1) identifying trust violations in teams, (2) proposing trust-repair mechanisms and (3) extending the understanding of trust-repair and preservation at the team level following organizational change.

This paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.

This paper outlines active trust-repair mechanisms in an organizational change context and expands the current theory by presenting novel insights into organizational trust-repair at the team level. This study contributes to trust literature by proposing promising avenues for future trust-repair research.

As digital spaces for team collaboration, virtual worlds bring considerable verisimilitude to technology-mediated social interaction and change the process of traditional team learning. The purpose of this study is to understand how to promote collaborative learning in virtual worlds by leveraging the power of we-intention to participate in virtual worlds. The authors further use the valence–instrumentality–self-efficacy–trust model (VIST) model as a means of understanding the formation of we-intention to participate in virtual worlds, during which behavioral desire serves a bridging role.

The authors tested the research model using the data gathered from 298 users of a prominent form of virtual world, i.e. massively multiplayer online role-playing games. The authors used the structural equation modeling approach and the partial least squares technique for data analysis.

Results show that the four factors of the VIST model (i.e. valence on team goals, instrumentality of contribution, self-efficacy in team tasks and trust in team members) all positively influence we-intention to participate in virtual worlds through behavioral desire for team actions. We-intention to participate in virtual worlds further exerts a stronger positive effect on collaborative learning in virtual worlds, compared with I-intention to participate in virtual worlds.

This work advances the information systems literature by introducing a relevant and important concept, i.e. we-intention, to explain collaborative learning in virtual worlds. This study especially compared the effect of we-intention and I-intention on collaborative learning in virtual worlds. The results of this work also provide practitioners with insights into the role of we-intention in promoting collective actions in virtual worlds.

This paper investigates the differential effects of transformational leadership and the “iron cage” on trust, commitment and team efficacy at the team level. Transformational leadership has been shown to have positive effects on trust, commitment and team efficacy. However, it could be argued that these results are not due to the leadership but to the idea that the team has developed strong norms that constrain their behavior and “force” them to perform. The rival hypothesis that the iron cage results in trust, commitment and team efficacy is tested using hierarchical regression analysis. We find that transformational leadership in teams predicts trust, commitment and team efficacy over and beyond the perceptions of the iron cage. The iron cage adds to the prediction of commitment only. Results suggest that while encouraging strong values and norms within a team will lead to increased commitment, focusing on transformational leadership in teams is a more effective way to encourage the development of trust, commitment and team efficacy.

This study aims to investigate cross-level influences of team cohesion, trust and conflicts on team member’s proactive motivational profiles and outcomes of profile membership over time.

Data was collected in a four-month longitudinal field study with 47 teams (N = 202).

Latent profile analysis derived four proactive motivational profiles. The higher motivated profiles reported better study outcomes, higher levels of team trust and cohesion and fewer conflicts over time. Team trust and interpersonal conflicts emerged as significant predictors of profile membership.

Recommendations are derived on how to best manage teams and the members comprising it when trust in teams is low or interpersonal conflicts are high.

Applying a person-centred approach in a team context advances multi-level theories of team motivation by mapping the cross-level effects of team processes on different kinds of motivational states.

The purpose of this paper is to investigate how school principals’ leadership competence is enhanced by participation in municipal school district leader teams in the Norwegian context.

The study investigated a field sample of 854 school principals working in 252 municipal school leader teams. Hypotheses were developed and tested by using multiple regressions and structural equation modeling; whereas individual- and group-level effects were tested using a hierarchical linear modeling approach. Moderator analyses where undertaken.

The results indicate that a supportive group climate in school leader teams is the strongest predictor of the principals’ learning outcomes. Moreover, trust to the superintendent and having a competent municipal school owner apparatus also predicted this form of professional development. Moderator analysis provides supplementary insights by showing that the positive effect of a trusting relationship to superintendents is contingent of a competent school owner.

The study reinforces the crucial importance of school superintendents creating a supportive and risk-free learning climate within their team of school leaders. The study underscores the importance of a competent school owner in Norwegian municipalities and the study places emphasis on a trusting relationship between school principals and their immediate superintendent.

The study highlights the importance that school district administrators develop municipal school leader teams toward effective learning system through internal competence development and a supportive group climate.

The study provides empirical evidence regarding the complex dynamics involved in the professional development of school principals in district leadership teams.

The purpose of this paper is to study if trust on team members and leaders leads to an experience of civil behavior in the workplace or reduced incivility at the workplace. The study was conducted on women employees and therefore termed as selective incivility.

In the study, the relationship between team trust and leader trust was the antecedent variables and general well-being was the consequent variable. Civil behavior in the workplace was the mediating variable. The research was conducted on 228 working women in different sectors of the Indian organization. Trust (in leaders and on teams) and general well-being were measured by established scales. Selective incivility scale was developed based on the qualitative inputs from working women. Data were analysed on SPSS and AMOS version 20.

The study showed that trust (between leader and subordinates and among team members) led to an experience of civil behavior at workplace, and experience of civil behavior led to an experience of general well-being.

This research has contributed to both theoretical and managerial aspects. On the theoretical front, this research has emphasized the role of trust in building a civil environment in the workplace. On the managerial front, it has contributed to showing how low incivility encourages inclusivity and maintains the general well-being of employees, and therefore advocates the practice of civil behavior.

The study is relevant in managing politics at workplace. With an environment of trust, the insecurity and doubt in the minds of employees are reduced. This leads to higher well-being of employees. In the modern times, workplaces are becoming more diverse. There are not only gender differences but also differences in age, sexual orientation and persons with disabilities. Presence of low incivility can go a long way in encouraging an inclusive workplace. It is thus relevant in managing workplace diversity and for creating a more inclusive environment.

Diverse workplace constituting women and minority race have experienced more workplace incivility (Cameron and Webster, 2011). Also, presence of higher percentage of men in the workforce composition enhanced incivility toward women (Trudel and Reio, 2011). As the paper indicates that low incivility leads to general well-being, it also tries to point out that overall health of organization also improves. It should not be ignored that it is not only the employee who is exposed to incivility who gets affected but also the other employees who are witness to such situation.

This study investigates the mediating effect of civil behavior at the workplace between trust, both team member and leader, and general well-being.

The purpose of this study is to shed more light on the complex relationship between trust and performance in the context of cross-functional project teams. This study presents a moderated mediation model that investigates the impact of team trust on team performance mediated by project commitment and moderated by climate strength (the consensus among team members on the level of trust).

To test the proposed model, data were collected from 179 project team members in 31 Norwegian construction project teams.

Results indicated that project commitment fully mediates the relationship between propensity and trustworthiness and team performance, while it partially mediates the relationship between cooperation and team performance. For monitoring, there results showed no mediation. The results yielded no support for the moderation effects of climate strength, suggesting that the mean-level approach to studying trust at the team level still is important.

Cross-sectional survey data suffer from being unable to test causality and samples are relatively small. Future research should test the models on other samples and in combination with data other than self-report. Longitudinal and multilevel studies are also warranted.

The results suggest that trust has an impact on project commitment and both directly and indirectly on team performance. Interventions to develop a high trust climate in project teams can thus contribute to improved project performance.

This study offers new insight into the complex relationship between trust and performance and improves our understanding of trust in cross-functional project teams.