When do we really need interpersonal trust in globally dispersed new product development teams?

Muethel, Miriam; Siebdrat, Frank; Hoegl, Martin

doi:10.1111/j.1467-9310.2011.00667.x

Cited by 67 publications

(57 citation statements)

References 135 publications

(166 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…An effective communication about a trusting attitude, a common vision of the details of the relationship, e.g. knowledge sharing, are important predictors of interpersonal trust [Wu et al 2009;Hsu and Chang 2014], which in turn enhances people's commitment to cooperation and team work efficiency [Paul and McDaniel Jr. 2004;Muethel, Siebdrat, and Hoegl 2012] and finally can lead to the success of a trust-based IOR [Fink, Kessler, and Rößl 2007]. The diversity of interpersonal trust in small groups (teams) may lead to a negative effect, frustration and a low engagement in inter-organizational cooperation [Ferguson and Peterson 2015].…”

Section: Interpersonal Trustmentioning

confidence: 99%

The value of trust in inter-organizational relations

Chrupała‐Pniak¹,

Grabowski²,

Sulimowska-Formowicz³

2016

EBR

View full text Add to dashboard Cite

The risk of the increasing divergence of the eurozone and the problem of macroeconomic imbalances in a three-gap model Jacek Pera Structural barriers to research and development activities in emerging markets Review, Vol. 2 (16), No. 2, 2016: 127-143 DOI: 10.18559/ebr.2016 The value of trust in inter-organizational relations Abstract : The article presents the results of empirical research on the role of trust in inter-organizational relations (IORs) and its outcomes. We questioned 210 Polish large and medium sized companies in different industries, experienced in IORs of different kind with Polish and foreign partners. We used a set of non-parametric analyses: Spearman correlation, mediation analyses with bootstrapping and structural equations modeling with RML (Robust Maximum Likelihood). Our findings confirm the statistically relevant correlations between the interpersonal trust of individuals and teams, the trust-building competence of organization and the outcomes of the cooperative relationships of companies. Additionally, the trust-building competence of organization serves as a mediator in the relations of interpersonal trust and IORs outcomes.

show abstract

Section: Interpersonal Trustmentioning

confidence: 99%

The value of trust in inter-organizational relations

Chrupała‐Pniak¹,

Grabowski²,

Sulimowska-Formowicz³

2016

EBR

View full text Add to dashboard Cite

show abstract

“…Moreover, of the 392 papers on virtual teams, only 18 (4.6%) assessed nation or culture and included it in empirical analyses (i.e., Edwards & Sridhar 2005;Gibson & Gibbs 2006;Glikson & Erez 2013;Graf et al 2010;Hinds & Mortensen 2005;Jarvenpaa & Keating 2011;Krumm et al 2013;Martins & Shalley 2011;Mortensen & Hinds 2001;Muethel et al 2012a,b;Polzer et al 2006;Sarker 2005;Shachaf 2005;Song & Song 2010;Staples & Zhao 2006;Swigger et al 2004;Vignovic & Thompson 2010) (see Table 1). Of these, only 8 papers (2.0% of the total) measured both national culture and either electronic dependence or computer-mediated communication (CMC) tools (i.e., Edwards & Sridhar 2005, Gibson & Gibbs 2006, Glikson & Erez 2013, Martins & Shalley 2011, Muethel et al 2012b, Song & Song 2010, Staples & Zhao 2006, Swigger et al 2004). The other 10 included a simple comparison between teams who have no FTF interaction and teams who are completely FTF (for meta-analytic reviews, see Fjermestad 2004 andRains 2005).…”

Section: Introductionmentioning

confidence: 99%

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Gibson

Huang

Kirkman

et al. 2014

Annu. Rev. Organ. Psychol. Organ. Behav.

123

115

View full text Add to dashboard Cite

We review prior research that has examined virtuality in teams (e.g., pertaining to the use of electronic media) or the global nature of teams (e.g., national and cultural differences), demonstrating that very few scholars have examined both simultaneously. Given that the global and virtual elements often coincide in the same team, this is a critical gap in research, particularly because these two features may interact in important ways, amplifying or mitigating the effects of each other. After elaborating on potential interactions, we set forth future research directions, which incorporate both global and virtual elements of teams and in doing so, better address the complexity of working in these increasingly common collaborative forms.

show abstract

“…The importance of trust varies, depending on which firms are involved, how they collaborate, and what is being developed. One study has shown that trust is more important in situations of geographical dispersion, computer-mediated communication, and national diversity (Muethel, Siebdrat, & Hoegl, 2012). …”

Section: Contracts and Trustmentioning

confidence: 99%

Supplier Involvement in New Product Development under Technological Uncertainty

Melander¹

2014

View full text Add to dashboard Cite

This thesis addresses the challenges that firms are faced with when collaborating with suppliers in new product development (NPD) projects under technological uncertainty. A critical observation that is made in this context is that technologies are evolving faster, making products more complex. At the same time, firms become more specialized. Due to increased complexity and specialization, firms do not possess all the necessary technologies in-house and therefore need to collaborate with external organisations to incorporate new technology into their products. Common collaborators are suppliers who become integrated into the buying firm's NPD project. Scholars and practitioners alike have stressed the importance of involving suppliers in NPD (Takeishi, 2001;Petersen, Handfield, & Ragatz, 2005;Silverstone, Wallis, & Mindrum, 2012;Tevelson, Alsén, Rosenfeld, Benett, Farrell, & Zygelman, 2013). However, finding suppliers and collaborating with suppliers in NPD can be problematic. In addition, external collaborations also impact the buying firm internally, since it often needs to coordinate its departments. Supplier involvement in NPD has been studied for decades (for an overview of the field see Johnsen, 2009), however, little is known about the impact of technological uncertainty in these settings. Consequently, the purpose of this thesis is to explore supplier involvement in NPD under technological uncertainty.The research in this thesis is based on six case studies that were conducted at two large system integrator firms: ABB and Ericsson. In total, 53 interviews and two workshops were conducted to collect relevant data. The thesis consists of a compiled summary and five appended papers. The framework that is developed in the thesis highlights that challenges in supplier involvement in NPD projects under technological uncertainty can be divided into challenges that are related to supplier selection, buyer-supplier collaboration, and internal coordination between R&D and purchasing. The main findings of these studies revolve around the identified challenges.Challenges in supplier selection are concerned with the issues of involving new suppliers or relying on old acquaintances, managing uncertainties, the dilemma of whether to commit to long-term relationships or to maintain flexibility, and deciding on which department that is responsible for evaluating and selecting the supplier. The present study of buyers and suppliers in NPD, shows the challenges that are involved in balancing control, reaching goal alignment, and managing transactional and relational governance. Internal challenges investigate the coordination between the R&D department and purchasing in NPD projects where suppliers are involved. The results of the study indicate that, in projects with high technological uncertainty, there is limited coordination between the R&D department and purchasing since purchasing had but little involvement in these projects. There is organisational separation however, where purchasing is mainly responsible f...

show abstract

When do we really need interpersonal trust in globally dispersed new product development teams?

Cited by 67 publications

References 135 publications

The value of trust in inter-organizational relations

The value of trust in inter-organizational relations

Where Global and Virtual Meet: The Value of Examining the Intersection of These Elements in Twenty-First-Century Teams

Supplier Involvement in New Product Development under Technological Uncertainty

Contact Info

Product

Resources

About