The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity

Choi, Ok-Kyu; Cho, Erin

doi:10.1016/j.chb.2018.09.032

Cited by 97 publications

(92 citation statements)

References 89 publications

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“…Furthermore, this study reiterates the importance of interpersonal trust in TMS development. Trust is considered to be a foundation and facilitator of effective knowledge sharing and transfer (Choi & Cho, 2019). When members could potentially lose their competitive advantages by sharing critical knowledge (Hollingshead et al, 2007), they will certainly hide knowledge from someone whom they do not trust, due to concerns such as that the knowledge could be tampered with, abused, or used against their own interest.…”

Section: Discussionmentioning

confidence: 99%

To Share or Hide? A Social Network Approach to Understanding Knowledge Sharing and Hiding in Organizational Work Teams

2020

Management Communication Quarterly

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Although knowledge sharing is almost ubiquitously promoted in today’s organizations, knowledge hiding is still prevalent. Extending transactive memory systems (TMS) theory and the dialectical tension model, this study employs a social network approach to empirically examine how knowledge sharing is related to knowledge hiding, and how work and social relationships are related to knowledge sharing and hiding in organizational work teams. Whole-network survey data were collected from 200 employees in 31 organizational work teams across the U.S. and China. Exponential random graph modeling (ERGM) analyses of these network data show that knowledge sharing is not significantly related to knowledge hiding. Moreover, while work relationships such as work-related communication and task interdependence are positively related to knowledge sharing, social relationships such as interpersonal justice, social communication, and trust are negatively related to knowledge hiding. These findings validate the dialectical tension model by revealing a co-existent relationship between knowledge sharing and hiding, and endorse the critical role of work-related and social communication in TMS development.

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Section: Discussionmentioning

confidence: 99%

To Share or Hide? A Social Network Approach to Understanding Knowledge Sharing and Hiding in Organizational Work Teams

2020

Management Communication Quarterly

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“…Results from this study suggest that gains can be made regarding outcomes by managing the moods of individuals on a team and the collective affect of the group. Consistent with Choi and Cho (2019), benevolence influenced team outcomes. For perceptions of trustworthiness to exist, not only must team members be selected carefully to ensure compatibility, the unique challenges associated with virtual teams is that the system of rewards in which the team operates is part of the social dynamic of that team.…”

Section: Discussionmentioning

confidence: 71%

Antecedents to Trustworthiness, Satisfaction, and Potency in ad hoc Face-to-Face and Computer-Mediated Teams

Jacques

Garger²,

Filippelli-DiManna

2020

Journal of Behavioral and Applied Management

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This paper tests a model that links individual perceptions of mood, trust, satisfaction, and potency in face-to-face and computer-mediated teams. Results suggest that the model is valid in both conditions but that perceptions of each construct are higher in face-to-face conditions. A direct connection exists between mood and how benevolence, integrity, and ability are perceived only in the computer-mediated condition. Implications to research include an understanding that in both computer-mediated and face-to-face teams, trust operates similarly, though perceptions are lower when communication media are leaner. When using computer-mediated communication, students might benefit from face-to-face interactions before interacting online.

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“…We have not been able to systematically measure the long‐term impacts of the organisational culture handbook on, for example, firm performance or organisational trust. Further research could investigate the impact of substitutes for socialisation in virtual organisations, drawing on the relevant literature (eg, Chang, Chuang, & Chao, 2011; Choi & Cho, 2019; Martinez, Beaulieu, Gibbons, Pronovost, & Wang, 2015; Ogbonna & Harris, 2000; Scheibe & Gupta, 2017).…”

Section: Discussionmentioning

confidence: 99%

Constructing continuity across the organisational culture boundary in a highly virtual work environment

Asatiani

Hämäläinen²,

Penttinen

et al. 2020

Information Systems Journal

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While remote work allows organisations to offer their employees flexibility and harness global talent and markets for business growth, inability to rely on physical interactions between employees imposes challenges specific to operations in highly virtual work environments. Among these characteristic issues are challenges associated with organisational socialisation and organisational culture. Accordingly, an action design research project was carried out for building a socialisation substitute (an information artefact in the form of a digital organisational culture handbook) to support synthesis of symbolic and pragmatic components of organisational culture at case company Smartly. io, a highly virtual organisation experiencing rapid growth. The paper contributes to the literature on socialisation and organisational culture by demonstrating one approach to designing a surrogate for socialisation that acts as a conduit between the symbolic aspects of organisational culture (such as values) and the pragmatic ones (such as toolkits). The work contributes to organisational discontinuity theory also, via theory-generating descriptive analysis of the

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The mechanism of trust affecting collaboration in virtual teams and the moderating roles of the culture of autonomy and task complexity

Cited by 97 publications

References 89 publications

To Share or Hide? A Social Network Approach to Understanding Knowledge Sharing and Hiding in Organizational Work Teams

To Share or Hide? A Social Network Approach to Understanding Knowledge Sharing and Hiding in Organizational Work Teams

Antecedents to Trustworthiness, Satisfaction, and Potency in ad hoc Face-to-Face and Computer-Mediated Teams

Constructing continuity across the organisational culture boundary in a highly virtual work environment

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