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PurposeThis study examines the relationship between trust, organizational climate and team learning among project team members (PTM). In recent years, many companies have come to recognize the important role team learning plays in achieving competitive advantage.Design/methodology/approachData were collected through a survey questionnaire, and responses from 86 PTM provide support for the research model and demonstrate that how organizational climate mediates the relationship between trust and team learning.FindingsThe structural equation analysis of the data collected from 86 project team members indicate that both vertical and horizontal trust influences organizational climate, which, in turn, is a determinant of team learning. In addition, although both types of trust contributed to organizational climate, the results indicated that horizontal trust had a greater influence on organizational climate and team learning.Research limitations/implicationsThe study employed the survey method and is not without limitations. The first limitation concerns our sample size, which was selected from one global company. Second, the survey data were all collected at a single point in time. Therefore, the authors cannot unambiguously infer causality. To attempt to do so, it would be useful to investigate the model in the context of organizational and development change. Despite these limitations, the results of the study have implications for theory and practice.Practical implicationsThe implication for theory is that the results provide empirical support for the view that organization climates mediate the relationship between trust and team learning. On the practical side, the organizations should also pay more attention to increasing trust at the work place, especially among PTM that may contribute to favorable organizational climate, which is vital for team learning.Originality/valueThis paper addresses the simultaneous role of vertical and horizontal trust on organizational climate and how it contributes to team learning. The results indicate that organizations emphasis on horizontal trust can plays a vital role in team learning, which is a contribution to enhancing teamwork and performance in organizations.

The pandemic has forced higher education to radically change the teaching format from face-to-face mode into virtual or hybrid format. Also, intensive courses, workshops and seminars have been conducted totally or partly online. These formats include lots of students` team work in order to succeed. Starting to work virtually with strangers might be difficult for students. Our paper presents how we developed and conducted two interdisciplinary team learning projects during the academic year 2021-2022 and the results we got. Our projects were implemented in the BSc degree programs of engineering, business administration and nursing at two Finnish UAS and at two foreign partner universities. After the courses we collected qualitative data from students´ learning diaries and other reflections and performed content analysis which revealed that there are supportive and hindering factors for virtual team work and they should be considered while designing the learning experiences.