Timely trust: The use of IoT and cultural effects on swift trust formation within global virtual teams

2017 ◽  
Author(s):  
Shafiz Affendi Mohd Yusof ◽  
Norhayati Zakaria ◽  
Nursakirah Ab Rahman Muton
Keyword(s):  
Virtual Teams ◽  
Global Virtual Teams ◽  
Cultural Effects ◽  
Trust Formation ◽  
Swift Trust

Swift Trust in Global Virtual Teams

2013 ◽  
Vol 12 (1) ◽  
pp. 45-56 ◽  
Author(s):  
C. Brad Crisp ◽  
Sirkka L. Jarvenpaa
Keyword(s):  
Virtual Teams ◽  
Team Performance ◽  
Ad Hoc ◽  
Global Virtual Teams ◽  
Face To Face ◽  
Cognitive Components ◽  
Quasi Experimental ◽  
Swift Trust ◽  
Trusting Beliefs ◽  
Monitoring Performance

Ad hoc global virtual teams are associated with swift trust – a unique form of trust in temporary systems. Cognitive components of swift trust render it fragile and in need of reinforcement and calibration by actions. Action components of swift trust are undertheorized as are the links to team performance. We elaborate on the normative action processes of swift trust and their relationship to performance, and then report results from a longitudinal quasi-experimental study of 68 temporary virtual teams with no face-to-face interaction. Results provide support for our theory about how the normative action processes involve setting and monitoring performance norms that are supported by early trusting beliefs and that increase late trusting beliefs and consequently team performance in virtual teams.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

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