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1 – 10 of over 68000In 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…
Abstract
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.
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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…
Abstract
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.
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Soo Jeoung Han, Mirim Kim and Michael Beyerlein
As team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared…
Abstract
Purpose
As team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.
Design/methodology/approach
We used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.
Findings
This study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.
Originality/value
This study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.
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Eleni Georganta and Anna-Sophie Ulfert
The purpose of this study was to investigate trust within human-AI teams. Trust is an essential mechanism for team success and effective human-AI collaboration.
Abstract
Purpose
The purpose of this study was to investigate trust within human-AI teams. Trust is an essential mechanism for team success and effective human-AI collaboration.
Design/methodology/approach
In an online experiment, the authors investigated whether trust perceptions and behaviours are different when introducing a new AI teammate than when introducing a new human teammate. A between-subjects design was used. A total of 127 subjects were presented with a hypothetical team scenario and randomly assigned to one of two conditions: new AI or new human teammate.
Findings
As expected, perceived trustworthiness of the new team member and affective interpersonal trust were lower for an AI teammate than for a human teammate. No differences were found in cognitive interpersonal trust and trust behaviours. The findings suggest that humans can rationally trust an AI teammate when its competence and reliability are presumed, but the emotional aspect seems to be more difficult to develop.
Originality/value
This study contributes to human–AI teamwork research by connecting trust research in human-only teams with trust insights in human–AI collaborations through an integration of the existing literature on teamwork and on trust in intelligent technologies with the first empirical findings on trust towards AI teammates.
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Trevor N. Fry, Kyi Phyu Nyein and Jessica L. Wildman
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…
Abstract
Purpose
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.
Methodology/approach
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.
Findings
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.
Research implications
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.
Practical implications
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.
Originality/value
We provide insight into the development of team trust trajectories and offer a framework to help guide future longitudinal team trust research.
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Luis L. Martins and Marieke C. Schilpzand
Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly…
Abstract
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.
Lena Zander, Olivia Kang, Audra I. Mockaitis and Peter Zettinig
Sukhwant Kaur Sagar, Olugbenga Timo Oladinrin, Mohammed Arif, Amit Kaushik and Rubina Islam
This study aims to focus on model development to analyse key factors affecting trust in virtual project teams (VPTs).
Abstract
Purpose
This study aims to focus on model development to analyse key factors affecting trust in virtual project teams (VPTs).
Design/methodology/approach
A questionnaire survey was conducted on construction professionals participating in virtual teams. Structural equation modelling technique was performed to establish the effect of relevant factors on trust-building in VPTs.
Findings
Team performance is highly affected by the trust among the team members. Trust building can be enhanced by improving the quality of team communication, organisation culture, team bonding and team members’ characteristics.
Originality/value
The model developed in this study would benefit team productivity and team members’ learning in VPTs.
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Dawn Owens and Deepak Khazanchi
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…
Abstract
Purpose
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?
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Social implications
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.
Originality/value
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.
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Amy M. Morrissette and Jennifer L. Kisamore
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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