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1 – 10 of over 50000Sukhwant 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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Anne Powell, John Galvin and Gabriele Piccoli
The paper has two primary purposes: the first is to determine antecedents to commitment to a work team; the second to compare how antecedents to commitment differ between…
Abstract
Purpose
The paper has two primary purposes: the first is to determine antecedents to commitment to a work team; the second to compare how antecedents to commitment differ between collocated and virtual teams.
Design/methodology/approach
Survey data were collected using 52 three‐member teams – 28 collocated teams and 24 virtual teams using graduate students from three countries.
Findings
Results indicate that team work processes and member effort have a significant, positive relationship with trust in collocated teams, but results for virtual teams show that member efforts is not a significant predictor of trust. Comparing collocated teams and virtual teams, collocated teams had stronger relationships (compared to virtual teams) between member effort and trust, and between trust and normative commitment. Virtual teams had stronger relationships (compared to collocated teams) between work processes and trust, and between trust and affective commitment.
Research limitations/implications
Additional studies of longer‐term teams are needed to see if results remain consistent. One form of commitment (continuance), in particular, can be studied in long‐term teams.
Practical implications
Managers of work teams need to firmly establish a foundation of trust to ensure commitment of team members. Managers of virtual teams should particularly organize and communicate work processes to be followed by virtual team members.
Originality/value
Little research has been conducted examining antecedents to commitment to the work team, as well as commitment to a work team when work is conducted using technology (e.g. virtual teams). This paper fills a void in these two areas.
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Vicente Martínez-Tur, Agustín Molina, Carolina Moliner, Esther Gracia, Luisa Andreu, Enrique Bigne and Oto Luque
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
The current study highlights the critical role of service quality and achieving high-quality relationships between managers and team members.
Originality/value
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.
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Denise J. McWilliams and Adriane B. Randolph
Researchers explore the impact of an intelligent assistant in virtual teams by applying the theoretical lens of a transactive memory system (TMS) to understand the relationships…
Abstract
Purpose
Researchers explore the impact of an intelligent assistant in virtual teams by applying the theoretical lens of a transactive memory system (TMS) to understand the relationships between trust in a specific technology, knowledge sharing and knowledge application.
Design/methodology/approach
An online survey was administered to a Qualtrics-curated panel of individual, US-based virtual team members utilizing an intelligent assistant with team collaboration software. Partial least squares structural equation modeling (PLS-SEM) was utilized to examine the hypothesized relationships of interest.
Findings
Results suggest that knowledge application is strongly influenced by trust in a specific technology and knowledge sharing. Additionally, a transactive memory system positively increases trust in the intelligent assistant, and similarly, trust in the intelligent assistant has a significant positive relationship with knowledge sharing.
Originality/value
The research model contributes to our understanding of the impact of an intelligent assistant in virtual teams. Although the transactive memory system construct has been explored in various contexts and models, few have explored the impact of an intelligent assistant and trust in a specific technology.
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Nicole A. Gillespie and Leon Mann
Interpersonal trust is central to sustaining team effectiveness. Whilst leaders play the primary role in establishing and developing trust, little research has examined the…
Abstract
Interpersonal trust is central to sustaining team effectiveness. Whilst leaders play the primary role in establishing and developing trust, little research has examined the specific leadership practices which engender trust toward team leaders. This study investigated the relationship between a set of leadership practices (transformational, transactional, and consultative) and members' trust in their leader, in research and development (R&D) teams. Usable questionnaires were completed by 83 team members drawn from 33 R&D project teams. Three factors together predicted 67 per cent of the variance in team members' trust towards leaders, namely: consulting team members when making decisions, communicating a collective vision, and sharing common values with the leader. Trust in the leader was also strongly associated with the leader's effectiveness. The implications of these findings for leadership development, team building and future research are discussed.
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Stephen M. Fiore, Dorothy R. Carter and Raquel Asencio
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and…
Abstract
In this chapter we discuss attitudinal and affective factors in the context of science teams. We review some of the key findings on conflict, trust, and cohesion in teams and discuss the differentiation between team-related and task-related definitions of each. In so doing, we discuss their relevance to team effectiveness in science teams and provide guidance on notional areas of research for understanding how these are related to effectiveness in science teams.
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Philip S. DeOrtentiis, James K. Summers, Anthony P. Ammeter, Ceasar Douglas and Gerald R. Ferris
With extant research on the relationship between trust and effectiveness being inconclusive, the present study attempts to create a foundational investigation that examines the…
Abstract
Purpose
With extant research on the relationship between trust and effectiveness being inconclusive, the present study attempts to create a foundational investigation that examines the role of multiple mediators in the team trust – team effectiveness relationship. The authors identified the two emergent states of cohesion and satisfaction as intervening variables in the team trust – team effectiveness relationship, and tested this multi-mediation proposed model, within an interdependence theory perspective.
Design/methodology/approach
MBA students at a large university in the southwestern USA were administered two waves of paper-based surveys, which were assigned to project groups. Individuals had been assigned to groups with the intent of maximizing diversity of age, gender, functional background, industry experience, and undergraduate major for each team (this is a goal of the MBA program, not the researchers). The first wave was administered one week after the groups had been formed and after all group members had met in their groups at least once. The second wave of surveys was administered at the end of the semester after the groups had been working together for three months and had completed their final projects.
Findings
The results of the multiple mediation analysis found support for the hypotheses that cohesion and satisfaction serve as dual mediators of the trust – team effectiveness relationship.
Originality/value
This study examined how trust operates through other variables to affect team performance. Two important variables that have been shown to be affected by trust are cohesion and satisfaction. Utilizing interdependence theory, the relationship of team trust and team performance was investigated through the intervening variables of cohesion and satisfaction, as both have been shown to possess properties that potentially represent different aspects of the interdependent relationship between team members. Therefore, this study examines how trust impacts team performance though the dual mediators of cohesion and satisfaction, in efforts to develop a more informed and theoretically grounded understanding of team performance and effectiveness processes.
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Aamir Ali Chughtai and Finian Buckley
The purpose of this paper is to explore the effects of trust in top management and trust in team members on research scientists' work engagement. Specifically, it is proposed that…
Abstract
Purpose
The purpose of this paper is to explore the effects of trust in top management and trust in team members on research scientists' work engagement. Specifically, it is proposed that the link between trust in top management and work engagement will be mediated by organizational identification whereas the relationship between trust in team members and work engagement will be mediated by team psychological safety.
Design/methodology/approach
Survey data were collected from 170 research scientists, drawn from six Irish science research centres. Structural equation modelling was used to test the direct and mediating effects.
Findings
Results revealed that as hypothesised, organizational identification and team psychological safety fully mediated the effects of trust in top management and trust in team members on work engagement respectively.
Research limitations/implications
The cross‐sectional research design and the use of self‐reported data are the main limitations of this research. Additionally, the team psychological safety scale exhibited a relatively low reliability and, therefore, the results should be viewed with caution. Limitations aside, this study demonstrates that science researchers' trust in top management and their fellow team members is likely to be an important driver of work engagement.
Originality/value
This is the first study which has empirically established a link between work engagement and two distinct forms of trust. In addition, it also uncovers the psychological processes through which researchers' trust in top management and their team members can influence work engagement.
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The purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership…
Abstract
Purpose
The purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust.
Design/methodology/approach
This study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used.
Findings
The results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders.
Practical implications
This study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour.
Originality/value
The main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.
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This study examines trust-repair practices at the team level after organizational change.
Abstract
Purpose
This study examines trust-repair practices at the team level after organizational change.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
This paper provides practical information from a real-work context and can improve managers' understanding of active trust-repair.
Originality/value
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.
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