Impact of Trust on Communication in Global Virtual Teams

Lohikoski, Päivi; Kujala, Jaakko; Haapasalo, Harri; Aaltonen, Kirsi; Ala‐Mursula, Leena

doi:10.4018/ijkbo.2016010101

Cited by 15 publications

(14 citation statements)

References 64 publications

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“…Nonetheless, as virtual team members are geographically dispersed to work on interdependent tasks, trust is crucial for both accomplishing the common goal and holding the team together. This is because virtual teams members have to rely on others' expertise (knowledge sharing) and accountability (fulfillment of promises) to complete tasks (Jarvenpaa and Leidner, 1999;Lohikoski et al, 2016). An understanding of how trust impacts a virtual team is essential to help management monitoring appropriate activities that influence trust components throughout the virtual team life cycle.…”

Section: Trustmentioning

confidence: 99%

Factors influencing virtual team performance in Malaysia

Tan

Ramayah

Teoh

et al. 2019

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Purpose Virtual teams had become a fundamental way to conduct business for organizations to remain competitive and sustain in a global environment. Organizations which willing to understand what makes virtual teams more effective can likely accrue positive results from virtual teams. Hence, the purpose of this paper is to investigate what are the factors that impact the performance of virtual team. This study highlights factors that influence virtual team performance, which not been widely studied in developing countries (i.e. Malaysia). This study tests the impact of six factors (coordination, communication, relationship building, cohesion, trust and reward) on team performance. Design/methodology/approach A quantitative approach via self-administered questionnaire was adopted. A total of 205 questionnaires were successfully collected at the end of the data collection. Structural equation modelling using partial least squares approach (i.e. ADANCO 2.0 software) was then used to assess the relationships among variables in the virtual team. Findings After ensuring the data have acceptable reliability and validity, structural model assessment was performed to test the hypotheses. The results indicated that a significant and positive relationship exists between communication, relationship building, cohesion and trust towards team performance. On the other hand, no significant relationship was found between coordination and reward towards team performance. Research limitations/implications First, the study may be slightly biased due to the differences in the size of the multinational companies. The result might tend to represent the bigger companies where more virtual teams are available for sampling of this study. Second, the duration of virtual team (long-term and short-term) and the number of sites in the team should be clearly identified. The respondents might have very different experiences and perceptions in different settings of virtual team environment. Therefore, taking care of these characteristics would have provided a more detailed and comprehensive understanding of factors influencing virtual team performance in Malaysia. Practical implications The findings from this study can serve as guideline for managers to manage the virtual teams effectively, as well as to optimizes the resources usage and implement the most efficient tools of communication, and subsequently improve the overall efficiency of the teams. This study is useful for researchers, managers and organizations to highlight the factors that contribute to virtual team performance. Originality/value The present study has not only extended the use of Media Richness Theory in the context Virtual Team Performance in a developing country but also broadened the previous study through inclusion of other crucial factor, namely, Reward. Given the significant role in the Global marketplace, the understanding of factors influencing virtual team performance in Malaysia using the extended theory of Media Richness would contribute knowledge not only to technology management but also to manufacturing service industry.

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Section: Trustmentioning

confidence: 99%

Factors influencing virtual team performance in Malaysia

Tan

Ramayah

Teoh

et al. 2019

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“…Empirical evidence suggests that the relationship among team members predicts the development of interpersonal trust (Bulińska-Stangrecka & Bagieńska, 2018). The general impact of trust on an organisation and its members have been recognised (Lohikoski, Kujala, Haapasalo, Aaltonen, & Ala-Mursula, 2016). The comparison of trust levels in organisations implies that employees in high-trust organisations are more open and willing to participate and cooperate.…”

Section: Trustmentioning

confidence: 99%

The mediating effect of team cooperation on tacit knowledge transfer and interpersonal trust

Bulińska-Stangrecka

Bagieńska

2019

Proceedings of 6th International Scientific Conference Contemporary Issues in Business, Management and Economics Engineering ‘2

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Purpose – this article aims to examine how teamwork cooperation mediates the relationship between interpersonal trust and tacit knowledge transfer. Research methodology – the paper uses data obtained from a survey conducted on 175 employees from the telecommunications sector. The multiplied regression method was applied to analyse the data according to the mediation analysis. Findings – the findings show that interpersonal trust predicts tacit knowledge transfer and team cooperation mediates this relationship. The results indicate the importance of nurturing positive, trusting relations among employees in organisations and the necessity of working interactions. Research limitations – the limitation of this research is related to the relatively small research sample. Further research could be conducted on a higher number of respondents and could cover different sectors. Additional development of presented research might include cross-cultural analysis. Originality/Value – this paper contributes to the literature of management by providing the empirical confirmation of the SET-based model that concerns the mechanism of tacit knowledge transfer. The practical implications highlight the importance of common collaborative experience and interpersonal trust that facilitates trust among co-workers and consequently influences tacit knowledge transfer. Keywords: trust, tacit knowledge, knowledge transfer, knowledge management

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“…In a design context, communities are formed and have to closely work together leading to trust issues (Lohikoski et al, 2016). This fact generates particular collaboration needs, which have to be reflected in the ontology content and use: teams are created ad-hoc, collaborators need to be aware of the human and the geographical organization as well as the actual product development process and the reference solution.…”

Section: Figure 3 the Platform Of The Memorae Approachmentioning

confidence: 99%

Sharing Knowledge When it Cannot be Made Explicit

Arduin

Duigou

Abel

et al. 2018

International Journal of Knowledge-Based Organizations

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Information systems often strengthen a preference for working alone: interoperability as much as interpretation variance restrain the ability of people and systems to interact and to work together within an extended enterprise. In this article, the authors propose to extend product lifecycle management (PLM) systems in order to share not only (1) knowledge that has been made explicit and which is strongly contextualized so that there is no interpretation variance, but also (2) knowledge that cannot be made explicit and which remains tacit knowledge, needing social interaction and shared understanding to be actually shared. The use of a collaborative platform is proposed in this article in order to allow stakeholders to produce a shared understanding of what a concept means through the use of ontologies. The conditions as well as the limits of the proposition are discussed at the end of this article.

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Impact of Trust on Communication in Global Virtual Teams

Cited by 15 publications

References 64 publications

Factors influencing virtual team performance in Malaysia

Factors influencing virtual team performance in Malaysia

The mediating effect of team cooperation on tacit knowledge transfer and interpersonal trust

Sharing Knowledge When it Cannot be Made Explicit

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