Exploring Individual Trust Factors in Computer Mediated Group Collaboration: A Case Study Approach

Trust has become more and more important in the context of mixed use of longitudinal face-to-face and computer mediated group collaboration using Group Support System tools. Previous research has investigated trust factors in different dimensions. This paper takes the perspective of individual trust and aims to explore the new trust factors and also their detailed second level trust sub-factors in computer mediated collaboration over time. We have taken the interviews using the student groups during the two year-long collaboration project based case studies. We have validated the previous factors and found seven new trust factors and thirty one sub-factors which are associated with the main factors. Furthermore, based on the new factors, this paper has also designed an innovative trust traffic light model with suggested steps which could be easily used to help analyze the trust factors development over time for future longitudinal studies.     

A study of trust over time within a social network mediated environment

Abstract

Trust is central to many marketing models; however, few studies have measured its components over time. Many longitudinal studies have relied on retrospective recall. This study builds a theory of trust development and undermining over time within the context of social-network media.An inductive study phase used phenomenological webnography to build a theory of trust development. 352 peer-review comments were analysed over six years. Outcomes of this phase informed subsequent deductive tests.Four dimensions of trust emerged – ability, benevolence, integrity and predictability – with different salience over time. Ability, a cognitive-based dimension, was important in initial trust-building. Integrity and predictability, linked to the brain’s emotion area, became important later. Undermining of trust was a shorter process than its development.     

Creating and sustaining trust in virtual teams

Conventional wisdom assumes that trust develops from a history of interpersonal interactions and communication, through which people come to ‘know and trust’ one another. In virtual teams, however, establishing trust can be complicated: members may have no past on which to build, no future to reference, and may never even actually meet face-to-face. Swift but fragile trust can develop early in a team's life cycle. Yet, if swift trust doesn't develop or even dissipates, members need to find ways of building trust in each other. To this end, an understanding of how trust impacts a virtual team's development will help managers and team leaders to facilitate and improve team success. Herein, we describe the three components of trust (ability, integrity, and benevolence) and identify which of these are critical to each life cycle stage (establishing the team, inception, organizing, transition, and accomplishing the task) of the virtual team. Proposed action steps for each stage show managers and team leaders how to help members develop trust and sustain it through the project's successful completion.     

Analytic collaboration in virtual innovation projects

Researchers attend to innovation and collaboration issues. Yet, the relevant literature devotes scant attention to the relationship between collaboration effectiveness and virtual innovation team context, while there are clear indications that both subjects relate with growing concerns in today's business setting. This article reviews extant literature and state-of-the art collaboration systems, and elucidate dynamic contextual factors among virtual innovation team members. The results show the antecedents and interrelationship among these factors, suggesting an optimal collaboration model for virtual innovation project teams. This paper documents the empirical observations of a virtual innovation project for advanced textile manufacturing technologies, and examines the due collaboration taking place among different project participants. Understanding the set of contextual factors emerging from virtual innovation projects can help managers classify, and employ the most effective collaboration mechanism for enhancing the corresponding project performance and effectiveness pragmatically.     

Trust Evolvement in Hybrid Team Collaboration: A Longitudinal Case Study

Trust is referred to as a key facilitator in team collaboration as it is an important condition for information sharing. In this paper, we investigate factors associated with the establishment of trust in hybrid teams that collaborate virtually as well as face-to-face. Furthermore, we deliver an instrument to understand trust development in teams. We describe exploratory results of the instrument by running experiments with teams of collaborating students in China and Netherlands. Quantitative and qualitative analysis has been used to analyze these data. Finally, in the analysis of the experiments we describe initial patterns of trust development in groups from both individual and group perspectives, in two different cultural contexts.     

Leading global teams

Global teams that are characterized by national, cultural and linguistic heterogeneity and operate in a globally dispersed virtual environment are becoming an established form of organizing work in multinational organizations. As global team leadership research is rather limited, we review the literature on leading multicultural and virtual teams in a global context, focusing on leadership competencies, styles, strategies and modes. We also examine the emergent concepts of biculturalism, global mindset and cultural intelligence with respect to team leaders. Our aim is to add to our knowledge of leading global teams, highlight recent trends and suggest directions for future research. Three themes for global team leadership emerged: leaders as boundary spanners, bridge makers and blenders; people-oriented leadership; and leveraging diversity. We discuss implications for research and practice.     

Global Marketing Networks and the Development of Trust

Abstract

The global market has begun to effect organizations in most industries. Organizations are entering strategic alliances and networks of these alliances to reduce risk, exposure, and to compete effectively in a global context. This paper views the importance of the network of alliances from a dynamic capabilities perspective that builds off of the resource-based view of the firm.

The paper explores the development of strong form trust to maintain and facilitate the advantages of the network members. The steps in which this form of trust development is outlined, including: appropriate identification of candidates, the funding mechanism, network inclusion, top management team inclusion, as well as, effective communication.     

Information System Development in a Global Environment

SUMMARY

In this article the basic components of an information system in a multinational context are reviewed. Based upon these components, three types of generic challenges in developing a multinational information system are suggested: (1) managing the planning and development of the system; (2) challenges of data collection; and (3) technological and legal challenges related to transborder data flows. Finally, a local approach to information system development is outlined as the response corporations must take to achieve and maintain global competitiveness.     

Virtual Teams and International Business Teaching and Learning: The Case of the Global Enterprise Experience (GEE)

The increasing importance of global virtual teams in business is reflected in the classroom by the increased adoption of activities that facilitate real-time cross-cultural interaction. This article documents the experience of students from two Colombian universities who participated in a collaborative international project using virtual teams as part of the international business (IB) curriculum. The data reveals that in spite of challenges associated with time zone differences, technology limitations, and trust issues, the vast majority of students perceived that the use of virtual teams as a teaching tool facilitates cultural understanding and IB-relevant learning. The findings of this research suggest that online experiential exercises can be an effective approach in teaching and in the development of virtual collaboration skills.     

Using International Virtual Teams in the Business Classroom

Abstract

Given the growing use of virtual interaction in international business activities, business schools must provide students with experiential learning opportunities that prepare them to work in virtual organizations. This paper uses multiple case study methodology with analysis at the transaction level to analyze the dynamics of the virtual teams, and to compare international and domestic virtual team behavior. The paper also identifies the challenges of implementing international virtual teams for teaching international business and provides practical advice for faculty.     

NEWS Ltd.

Abstract

This paper addresses various problems faced by global and intercultural teams. It outlines procedures for two simulations which have been effective both for educating and sensitizing participants to situations requiring collaborative and cooperative behavior and for assisting participants in understanding key elements in cross-cultural team management. The first simulation focuses on a virtual global team situation, with special emphasis placed on developing trust; the second, using the same teams at a later date, on intercultural team negotiations. Various other aspects of international, multidivisional, or domestic organizational functioning may also be experienced by participants depending upon the goals of the facilitator and how the simulations are designed.     

The changing bases of mutual trust formation in inter-organizational relationships: A dyadic study of university-industry research collaborations

We examine how trust in inter-organizational relationships develops over time. Specifically, we study the moderating effect of relationship maturity with various trust bases in the context of university-industry (UI) research collaborations. Examining trust formation with dyadic data allows us to take into account that partners' perceptions of relationship factors are not independent of each other's actions. We adopt the Actor-Partner Interdependence Model (APIM) for the analysis of data on 98 matched pairs of recent UI research collaborations and find that relationship maturity moderates the associations of reciprocal communication and decision process similarity with trust. The results further indicate that mutual trust formation is also influenced by the other partners' perceptions of relationship factors. The findings suggest UI research partners can develop and maintain a trustful collaboration through reciprocal communication and, in the long term, by converging towards similar decision making processes.     

Customer Relationship Management (CRM)'s Impact on B to B Sales Professionals' Collaboration and Sales Performance

Purpose: Sales literature has traditionally considered technology adoption from acceptance and diffusion perspectives. This article examines the impact of customer relationship management (CRM) technology on business-to-business (B2B) sales professionals' ability to collaborate with internal stakeholders and also assesses the relationship between CRM utilization and sales performance. The study moves from assuming that CRM utilization positively impacts salesperson effectiveness and performance to assessing this outcome from the perspective of the salesperson.

Methodology: A survey that was comprised of four scales was sent to 115 B2B sales professionals and usable surveys were received from 70 respondents. The data were analyzed using partial least squares regression to test the hypothesized paths. Partial least squares regression has been shown to work for small sample sizes.

Findings: There is empirical evidence that CRM adoption and utilization positively impacts sales performance, sales effectiveness, and collaboration. As a partial mediator, collaboration positively influenced CRM utilization's effect on sales performance. However, collaboration did not positively influence sales process effectiveness. Explanations of the findings are offered.

Managerial Implications: Sales managers can use CRM technology to make their sales team more effective and efficient. Second, increased collaboration across the firm positively mediates sales performance. Lastly, to increase collaboration, sales managers should stress that CRM leads to higher performance for both the sales team and the entire firm.     

Training reflective processes in military aircrews through holistic debriefing: the importance of facilitator skills and development of trust

This paper explores how Holistic Debrief, a new concept in the field of debriefing and reflective processes, can contribute to restitution, reflection and learning in professional teams following stressful events and routine tasks. Interviews were conducted with Norwegian military aircrew mission commanders following deployment to Afghanistan in 2010. Phenomenological analysis in the frame of social learning theory revealed that reflective processes were easier to facilitate after stressful events than after routine tasks. Challenges identified included lack of trust during the early stages of team establishment and poor conceptual repertoires among aircrew commanders undertaking facilitation. Relational trust and reflective processes tended to improve after stressful events. Repeated interactions in Holistic Debrief tend to increase familiarity, trust and learning potential over time. This study reports data from the war context, an environment not often available for qualitative research. The findings are relevant for military and other operational units who wish to develop their debriefing practice and create an experience‐based learning environment.     

Emergent Leadership in Self-Managed Virtual Teams

The issue of leadership in virtual teams is an increasingly important one for many modern organizations, because these teams – typically project-based with a finite lifespan and specific deliverables – are frequently self-managed, having no designated leader within the team (Yukl 1998). While such teams may have increased flexibility in setting goals and achieving them, the virtual context may hinder team members' abilities to coordinate activities and influence others (Manz and Sims 1993). Longitudinal data were collected over the course of a semester from virtual teams, comprised of students from three North American universities. Our results suggest that high performing self-managed virtual teams displayed significantly more leadership behaviors over time compared to their low performing counterparts. Specifically, these teams displayed significantly more concentrated leadership behavior focused on performance (i.e. “Producer” behavior) and shared leadership behavior focused on keeping track of group work (i.e. “Monitor” behavior) than the lower performing teams. Interestingly, these behaviors emerged strongly during the first half of the groups' lifespan, and stayed throughout the life of the groups, but steadily dissipated in strength over time.     

Strong or invisible hands? – Managerial involvement in the knowledge sharing process of globally dispersed knowledge groups

This paper investigates factors affecting the effectiveness of knowledge sharing in globally dispersed expert groups in a professional service MNC. We specifically focus on possible moderating effects of managerial involvement on the relationships of dispersion and trust with the individual satisfaction with knowledge sharing within such groups. We test our hypotheses in the context of a large multinational software company. This paper contributes to a deeper understanding of how knowledge is shared in globally dispersed settings in the MNC and challenges traditional assumptions on the appropriate level of analysis in studies of knowledge flows within MNCs.     

绩效片段视角下我国制造企业多团队凝聚力影响因素动态分析

绩效片段理论认为过渡阶段和行动阶段交替循环形成整条绩效链。该视角下的多团队凝聚力即是指在循环绩效链条下的多个团队为达成同一目标而齐心协力的一种群体过程。文章采用质性分析和概念格—DEMATEL方法以浙江、上海、湖南、河南等地区制造企业的中高层管理者247名为调查对象,对不同阶段下多团队凝聚力影响因素及影响度进行探索。文章发现,在过渡阶段,团队层级价值认同、冲突程度,多团队层级目标认同、多团队导向对制造企业多团队凝聚力产生较大影响;在行动阶段,团队层级人际关系、冲突程度,多团队层级协作模式和共享认知对制造企业多团队凝聚力产生较大影响。文章构建了一个动态、具体、系统的制造企业多团队凝聚力影响因素模型,丰富了多团队系统和绩效片段理论,也为制造企业多团队建立动态绩效评估模式提供有益启示。     

Team Virtues and Performance: An Examination of Transparency, Behavioral Integrity, and Trust

Virtue-based research in business ethics has increased over the last two decades, but most of the research has focused on the actions of an individual person. In this article, we examine the associations among team-level virtues using data from two studies. Specifically, we investigate whether transparency (usually thought to be an organizational- or collective-level construct), behavioral integrity (usually thought to be an individual-level construct), and trust (usually thought to be an individual-level construct) can be conceptualized and operate at the team level of analysis and, if so, what their relationships are to team performance. Using Partial Least Squares (PLS) analysis, we found in both studies that team transparency was positively related to team behavioral integrity, which in turn was positively related to team trust. We also found evidence of a positive relationship between team trust and team performance. Implications of these findings for future teams and ethics research are discussed.     

Understanding the Change and Development of Trust and the Implications for New Leaders

Leaders, particularly new leaders, seek to establish high levels of trust, as it has been associated with higher levels of effectiveness and group outcomes. This study is designed to understand how trust changes and develops for leaders in a new role and the implications of that change. Although calls for research on trust over time have been made for the past 2 decades, our knowledge of this phenomenon is still quite limited. The findings indicate that leader and unit performance is a function not only of absolute trust level, but is also affected by the direction and magnitude of change in trust across time periods, with the highest levels of effectiveness being associated with leaders who exhibited an increase in trust from the group over time. The data also suggest that the direction and rate at which trust grew was determined by initial expectations and transformational leadership behaviors.

     

Building trust—Evidence from Vietnamese entrepreneurs

In the context of underdeveloped market institutions, entrepreneurs in a transition economy are forced to rely on trust-based partnerships. In the absence of effective market institutions and sufficient elapsed time, these entrepreneurial firms find a great need to actively and intentionally develop trust with their partners. The current literature, however, has virtually overlooked the possibility of trust being intentionally developed in interfirm relationships. This study develops a model that links trust development strategies, trust, and interfirm collaboration, and reports an empirical test of that model in Vietnam. The results support the general thesis that trust can be intentionally developed to facilitate interfirm relationships.