Trust development in the global virtual team: A case study approach
Iqbal, Md Ashif (2018)
2018
Kuvaus
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Tiivistelmä
This study aims to focus on the trust in a global virtual team (GVT), specifically interpersonal trust as building and break down factors in manager–follower and team member relations. To examine the trust development factors (positively and negatively), this study addressed two research questions: (1) What are the key success factors for the building of interpersonal trust between the manager–follower and the team members in a GVT? (2) What are the key factors that break down interpersonal trust between the manager–follower and the team members in a GVT? This study seeks to identify the factors essential for the development (increase and decrease) of interpersonal trust in the context of a GVT.
This study is qualitative in nature. This in-depth, single case study conducted a semi-structured case design with interview data from two virtual teams. Seven interviews were conducted, including five nationalities across two continents. The finding indicates that in manager–follower and team member relations, trust builds and breaks down in a virtual team for a number of reasons. The overall findings indicate that trust in manager–follower and team member relations appear as a continually forming and developing process. If this process appears disorderly, then the trust can break down. The analysis of the research findings also reveals that frequent and rich communication disclose expertise and limitation and personal relationships contribute to building interpersonal trust in a GVT. In contrast, hiding information, lack of face-to-face communication, and ignoring are the main trust breakers. According to the frequency of the informants, the second major factor for building trust between the manager–follower and team members are true and fair decisions based on open discussion, mentoring, and respecting religion and culture. Whereas, the second major factor for trust breaking down is acting without discretion and complaining about each other. The study has theoretical and practical implications. Moreover, the study also provides future research suggestions for the development of interpersonal trust in GVTs.
This study is qualitative in nature. This in-depth, single case study conducted a semi-structured case design with interview data from two virtual teams. Seven interviews were conducted, including five nationalities across two continents. The finding indicates that in manager–follower and team member relations, trust builds and breaks down in a virtual team for a number of reasons. The overall findings indicate that trust in manager–follower and team member relations appear as a continually forming and developing process. If this process appears disorderly, then the trust can break down. The analysis of the research findings also reveals that frequent and rich communication disclose expertise and limitation and personal relationships contribute to building interpersonal trust in a GVT. In contrast, hiding information, lack of face-to-face communication, and ignoring are the main trust breakers. According to the frequency of the informants, the second major factor for building trust between the manager–follower and team members are true and fair decisions based on open discussion, mentoring, and respecting religion and culture. Whereas, the second major factor for trust breaking down is acting without discretion and complaining about each other. The study has theoretical and practical implications. Moreover, the study also provides future research suggestions for the development of interpersonal trust in GVTs.