Search results

In this study, the importance of a climate of trust in promoting teamwork is presented, and the findings of an empirical study of 50 work‐based teams are discussed. According to these findings, teams which show high levels of trust (both cognitive and affective dimensions of trust) perform better. As a result of these findings, it is strongly recommended that trust should be a primary value of the organisational culture, that behaviour which promotes trust and protection should be encouraged in teamwork, and that trustworthy behaviour should be treated as a measurement of performance for the purposes of employee appraisal.

Suggests that there is an optimal level of trust in many team situations. Too much trust can impact negatively on performance. Uses empirical research involving 142 members of 28 teams to identify factors that relate to this optimal level of trust, and those factors that demonstrate undesirable behaviors. In order to maximize team performance, teams must exhibit critical enquiry and constructive criticism in addition to a supportive understanding.

Based on two dominant perspectives, team climate and knowledge integration, on team innovation, this study aims to propose a moderated mediation model to examine the interactive effect of inter-team trust and goal clarity on team innovation through knowledge inflows into a team. Considering the two perspectives at the same time will provide a more complete picture on our understanding on team innovation.

The research model is tested on 150 retail teams of a large apparel firm. Data are collected from two separate surveys, one to store managers and one to store staff members. Moderation mediation regression analysis is conducted on the survey data.

The regression analysis identified both a positive direct effect of goal clarity on innovation, and a negative moderating effect of goal clarity on the mediation of knowledge inflows between inter-team trust and innovation. In other words, inter-team trust is positively related to team innovation through knowledge inflows when goal clarity is low.

In this study, the authors identify an indirect and negative role of goal clarity on team innovation, and examine the mechanism and boundary of inter-team trust on team innovation. Managers are advised to foster a trusting environment and be aware of cognitive bias in their teams so that their teams can be more innovative.

Theories of trust imply that team trust develops and grows over time, yet relatively few researchers have taken on the challenge of studying team trust in longitudinal research designs. The purpose of this chapter is to provide a concise summary of the existing literature on team trust over time, and to offer a conceptual model of team-level trust development over time to aid future research on this topic.

We draw from the Input–Mediator–Output–Input (IMOI) framework, as well as previous multilevel models of organizational trust development, and published findings from longitudinal team trust studies.

Taking a temporal perspective, we consider how team-level mediators and outcomes can both predict and be predicted by team trust trajectories and feedback loops over time, as well as how those relationships with team trust might change based on the existence of other moderating variables including trust violation and repair.

Future longitudinal team research may use the model as a starting point for investigating the antecedents, as well as the team processes and dynamic emergent states, that can effectively predict trajectories of team trust across various stages of teamwork.

Based on our review of extant literature, we provide several recommendations for training and organizational intervention including the importance of management’s consideration of team-level trust in providing feedback, enhancing cohesion, and mitigating conflict.

We provide insight into the development of team trust trajectories and offer a framework to help guide future longitudinal team trust research.

Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

The purpose of this study is to examine the effects of shared transformational leadership and its components on team viability and team satisfaction through the mediating processes of workplace spirituality and team trust, the emergent states of team processes.

This study is based on software project teams working in India’s information technology sector. The study adopts a cross-sectional research design to investigate the relationships between the study’s constructs.

This study shows varying effects of the components of shared transformational leadership on team viability and team satisfaction. The study has shown empirical evidence for the mediating role of workplace spirituality in the relationship between shared transformational leadership components and team effectiveness components. This study reveals the intervening roles of workplace spirituality and team trust in the relationship between shared transformational leadership as a unidimensional construct and team viability and effectiveness.

Team rewards and team autonomy can cultivate a sense of community and trust among team members. Team trust facilitates autonomy, and workplace spirituality helps develop connectedness among team members.

This study has contributed to the research discourse on team effectiveness by demonstrating that workplace spirituality and team trust act as mediators in the relationship between shared transformational leadership and team effectiveness. This study has shown the relative strength of the effects of the components of shared transformational leadership on workplace spirituality, team viability and team satisfaction.

In an environment of constant technological change, the use of virtual teams (VTs) has become commonplace for many organizations. VTs bring together dispersed individuals with varying knowledge and skill sets to accomplish tasks. VTs rely heavily on information technology (IT) as the medium for communication and coordination of work. The issue of establishing and maintaining trust in VTs poses challenges for these dispersed workers. Previous research has established that higher trusting teams have better cooperation and experience improved outcomes. The authors hope to contribute to the literature on trust in VTs by exploring how technology can facilitate high trusting teams. Specifically, the purpose of this paper is to report the results of the research addressing the following question: how does the use of technology capabilities (TCs) afforded by virtual worlds (VWs) affect the development of trust in VTs?

A multiple case-study approach was used as the primary research design. Each case spanned a two-week period allowing for longitudinal data collection. The research was conducted within a VW setting with an emphasis on IT capabilities that are unique to three-dimensional VWs. Both qualitative and quantitative data collected during this process were analyzed at the group level.

The authors found that communication, rendering and interaction TCs allowed participants to use the technology to assess individual capabilities. While this paper answers some questions about how TCs can help develop trust in VTs, it also raises many questions. This study offers a model and framework for further work on this topic and encourages researchers to investigate other social and behavioral issues faced by VTs in a VW setting.

While this paper answers some questions about how various TCs can help develop trust in VTs, it also raises many questions. The study results may not be generalizable if the respondents who visit an immersive VW are different from those who do not have sufficient VW experience. However, the authors believe that the relationships between the constructs would remain. Another potential limitation has to do with how often trustfulness/trustworthiness were measured in the study. Measuring trustfulness/trustworthiness at additional points in the study would help determine specific points where these constructs changed. Finally, the study suffers from the common criticisms of case study research. Case research requires direct observation which includes cost, time and access hurdles. However, many of these challenges were addressed by using various data collection methods. Another difficulty is the need for multiple methods for triangulation and lack of controls. Again, the study addressed these difficulties by combining qualitative and quantitative data sources.

This research provides deeper insight for organizations using VTs in terms of how TCs can be used to engender trust. This has implications for how we design collaboration technologies.

The fundamental societal implication of this research is the conclusion that human behavior in the present world can potentially carry over in the VW and that TCs can be adapted and used to influence trust in VTs. This has implications for how we design collaboration technologies.

This paper offers practical implications for developing trust in VTs, specifically, how the use of TCs can facilitate trust development. The goal was not to recommend a specific technology platform, but rather explore how unique TCs impact behaviors in VTs. The study identified interesting findings relating to how people use TCs to complete tasks and collaborate on a team. These findings may be used to help develop guidelines and recommendations for using technology to enhance work practices in VTs.

The purpose of this study is two-fold. First, the nature of the relationship between team trust and team performance in the business context is determined. Second, both team design (team size and team type) and methodological moderators (source of criterion measure and study date) of the relationship are assessed.

A random-effects meta-analysis was performed on published and unpublished empirical studies. Subgroup moderator analyses were conducted using Cochran’s Q. Continuous moderator analyses were conducted using meta-regression.

Data from 55 independent studies (3,671 teams) were pooled. Results indicated a large, positive relationship between team trust and team performance in real business teams. Further analyses indicated that the relationship was significantly moderated by business team type, team size and source of criterion measure.

Results indicate that different team types, sizes and performance criteria should not be treated as equivalent. Results are based on cross-sectional research and can only be generalized to business teams.

Managers should be attentive to trust issues in work teams, as they may portend future performance problems or mirror other organizational issues that affect team performance. Team function and size predict how team trust is related to team performance.

The present study answers a call by Costa et al. (2018) for additional investigation of moderators of the trust-performance relationship in teams using a quantitative review of studies.

The purpose of this paper is to test the mediating role of top management team (TMT) team trust in examining the relationship between team processes (internal and external) and human resource management (HRM) decision performance (quality and satisfaction) in the context of the People’s Republic of China.

The sample data of this study include 524 team members from 76 TMTs in east China’s Shanghai, Jiangsu, Zhejiang, Anhui provinces. IBM SPSS AMOS 22.0 software was employed for the data analysis.

The study finds that TMT internal and external processes have significant positive effects on HRM decision quality and satisfaction. The study further finds that TMT team trust partially mediates the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction.

This research provides useful insights into the role of TMT team trust in enhancing managerial decision performance.

This study is among the limited studies that explore the influence of team trust in the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction among TMTs in China. This study has extended TMT knowledge in mainstream management with guidelines on how to enhance organizational decision performance.