The relationship between trust and team performance

Erdem, Ferda; Ozen, Janset; Atsan, Nuray

doi:10.1108/00438020310502633

Cited by 62 publications

(36 citation statements)

References 6 publications

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“…Organizational research has highlighted the importance of trust in team development and effectiveness (Kramer and Tyler, 1996). Functional teams cannot operate when trust is non-existent (Erdem et al, 2003;Kiffin-Petersen, 2004). In the Arab world, evidence suggests that systems of trust are selective and multifaceted (Fandy, 2000).…”

Section: Management In Arabian Contextsmentioning

confidence: 97%

The Current Arab Work Ethic: Antecedents, Implications, and Potential Remedies

Sidani

Thornberry

2009

J Bus Ethics

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Section: Management In Arabian Contextsmentioning

confidence: 97%

The Current Arab Work Ethic: Antecedents, Implications, and Potential Remedies

Sidani

Thornberry

2009

J Bus Ethics

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“…Robert and Wasti, 2002;Bayazit, 2003;Erdem et al, 2003;Kusku and Zarkada-Fraser, 2004;Karabati and Say, 2005). Similarly, research undertaken to study entrepreneurs in Turkey also relies on concepts emanating from Western psychology such as motivation (Benzing et al, 2009), needs achievement (Kozan et al, 2006) and orientation (Yetim and Yetim, 2006).…”

Section: Locating Epistemological Critiquementioning

confidence: 99%

Postcolonial feminist research: challenges and complexities

Özkazanç‐Pan

2012

Equality, Diversity and Inclusion: An International Journal

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Purpose -The purpose of this paper is to outline the challenges and complexities in conducting research faced by scholars utilizing postcolonial feminist frameworks. The paper discusses postcolonial feminist key concepts, namely representation, subalternity, and reflexivity and the challenges scholars face when deploying these concepts in fieldwork settings. The paper then outlines the implications of these concepts for feminist praxis related to international management theory, research, and writing as well as entrepreneurship programs. Design/methodology/approach -This paper discusses the experiences of the author in conducting fieldwork on Turkish high-technology entrepreneurs in the USA and Turkey by focusing explicitly on the challenges and complexities postcolonial feminist frameworks bring to ethnography and auto-ethnography. Findings -The paper suggests that conducting fieldwork guided by postcolonial feminist frameworks faces challenges related to representation inclusive of the author and the participants in the study. It offers subalternity as a relational understanding of subjects in contrast to comparative approaches to the study of business people. The paper also discusses how positionality impacts reflexivity through gender, ethnicity, and class relations. Originality/value -This paper offers a critical perspective on conducting research related to non-Western subjects by addressing issues arising from feminist and postcolonial intersections. It is a valuable contribution to those researchers who are interested in conducting feminist research particularly with non-Western people and cultures.

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“…There is an abundance of research in the areas of group working, how groups make decisions, and emerging leaders in groups [9,23,76, etc.]. It is well established that diversity brings a wealth of knowledge to the group [16,17,20,24,53,62,63,67,69,71], however, diverse group effectiveness is still a debatable issue see [2,23,34,40,56] for complete review. Many researchers [44,52,53,62,67] agree that diverse groups, if managed properly, can provide a positive effect.…”

Section: Literature Surveymentioning

confidence: 99%

Decision Making in Diverse Swift Teams: An Exploratory Study

Aggarwal

2014

2014 47th Hawaii International Conference on System Sciences

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In the digital age swift teams are becoming the new norm. These work groups are ad-hoc and have very little knowledge or previous interaction with other group members. Dynamics of these groups are complicated because of the group member's diversity and short duration of the projects. Diversity studies have focused on categorization such as ethnicity, gender, culture, sexuality differences on one hand and functional diversity which relates to task-related knowledge, skills, opinions and perspective on the other hand. This paper goes a step further and studies group productivity in term of social diversity of group members in the context of face-to-face groups. The members of a typical swift group are different in race, gender, nationality and backgrounds; different in relation to task-related expertise and initial familiarity with each other. Groups in faceto-face classes mimic diversity that is often related to real life swift teams. Instead of re-inventing the wheel, we can learn from groups used in face-toface courses and extend those experiences to swift groups. Our research revealed that diversity is associated with decision making in swift groups. We also found evidence that social diversity creates sub-groups which is associated with group decision making. Future research areas are also discussed.

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The relationship between trust and team performance

Cited by 62 publications

References 6 publications

The Current Arab Work Ethic: Antecedents, Implications, and Potential Remedies

The Current Arab Work Ethic: Antecedents, Implications, and Potential Remedies

Postcolonial feminist research: challenges and complexities

Decision Making in Diverse Swift Teams: An Exploratory Study

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