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The role of trust climate in virtual teams
Purpose - Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to introduce trust climate as a crucial boundary condition for high performance in VTs. It also aims to propose a moderat...
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Published in: | Journal of managerial psychology 2012-01, Vol.27 (6), p.595-614 |
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description | Purpose - Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to introduce trust climate as a crucial boundary condition for high performance in VTs. It also aims to propose a moderated-indirect model such that the relationship between team goals and task performance is mediated by task cohesion and the relationship between team goals and task cohesion is moderated by trust.Design methodology approach - Hypotheses are tested using a longitudinal design with a sample of 50 teams.Findings - The proposed moderated-indirect model is confirmed. The model explains the indirect relationship between team goal setting and performance transmitted through task cohesion, which is dependent on the level of trust climate.Research limitations implications - Although hypotheses were tested in a longitudinal setting, common source bias might be a potential problem for some of the observed relationships. Future research could build on this model for further investigations on more complex theoretical models for VT performance.Practical implications - This research suggests that managers should emphasize the development of team trust at early stages of collaboration in a VT to reach high performance outcomes.Societal implications - For VTs, trustful working environments should become even more important in the future, supporting team members' satisfaction in working in VTs.Originality value - Through this study, a complex process model for VTs was developed and trust climate established as a prominent context factor for VT success. |
doi_str_mv | 10.1108/02683941211252446 |
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Future research could build on this model for further investigations on more complex theoretical models for VT performance.Practical implications - This research suggests that managers should emphasize the development of team trust at early stages of collaboration in a VT to reach high performance outcomes.Societal implications - For VTs, trustful working environments should become even more important in the future, supporting team members' satisfaction in working in VTs.Originality value - Through this study, a complex process model for VTs was developed and trust climate established as a prominent context factor for VT success.</description><identifier>ISSN: 0268-3946</identifier><identifier>EISSN: 1758-7778</identifier><identifier>DOI: 10.1108/02683941211252446</identifier><language>eng</language><publisher>Bradford: Emerald Group Publishing Limited</publisher><subject>Behavior ; Bias ; Climate ; Cohesion ; Communication ; Construction ; Cooperation ; Goal setting ; Goals ; Hypotheses ; Information technology ; Laboratories ; Monte Carlo simulation ; Occupational psychology ; Process models ; Studies ; Task performance ; Tasks ; Teams ; Teamwork ; Virtual organization ; Virtual teams ; VTS</subject><ispartof>Journal of managerial psychology, 2012-01, Vol.27 (6), p.595-614</ispartof><rights>Emerald Group Publishing Limited</rights><rights>Copyright Emerald Group Publishing Limited 2012</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c491t-b9578690ec6f24b42b5bc45c5cd7585f90a438b7b2dea1b8ed2bea7dab2e525c3</citedby><cites>FETCH-LOGICAL-c491t-b9578690ec6f24b42b5bc45c5cd7585f90a438b7b2dea1b8ed2bea7dab2e525c3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://www.proquest.com/docview/1033812614?pq-origsite=primo$$EHTML$$P50$$Gproquest$$H</linktohtml><link.rule.ids>314,780,784,11688,12846,21394,21395,27924,27925,30999,31000,33611,33612,34530,34531,36060,36061,43733,44115,44363</link.rule.ids></links><search><creatorcontrib>Brahm, Taiga</creatorcontrib><creatorcontrib>Kunze, Florian</creatorcontrib><title>The role of trust climate in virtual teams</title><title>Journal of managerial psychology</title><description>Purpose - Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to introduce trust climate as a crucial boundary condition for high performance in VTs. It also aims to propose a moderated-indirect model such that the relationship between team goals and task performance is mediated by task cohesion and the relationship between team goals and task cohesion is moderated by trust.Design methodology approach - Hypotheses are tested using a longitudinal design with a sample of 50 teams.Findings - The proposed moderated-indirect model is confirmed. The model explains the indirect relationship between team goal setting and performance transmitted through task cohesion, which is dependent on the level of trust climate.Research limitations implications - Although hypotheses were tested in a longitudinal setting, common source bias might be a potential problem for some of the observed relationships. Future research could build on this model for further investigations on more complex theoretical models for VT performance.Practical implications - This research suggests that managers should emphasize the development of team trust at early stages of collaboration in a VT to reach high performance outcomes.Societal implications - For VTs, trustful working environments should become even more important in the future, supporting team members' satisfaction in working in VTs.Originality value - Through this study, a complex process model for VTs was developed and trust climate established as a prominent context factor for VT success.</description><subject>Behavior</subject><subject>Bias</subject><subject>Climate</subject><subject>Cohesion</subject><subject>Communication</subject><subject>Construction</subject><subject>Cooperation</subject><subject>Goal setting</subject><subject>Goals</subject><subject>Hypotheses</subject><subject>Information technology</subject><subject>Laboratories</subject><subject>Monte Carlo simulation</subject><subject>Occupational psychology</subject><subject>Process models</subject><subject>Studies</subject><subject>Task performance</subject><subject>Tasks</subject><subject>Teams</subject><subject>Teamwork</subject><subject>Virtual organization</subject><subject>Virtual teams</subject><subject>VTS</subject><issn>0268-3946</issn><issn>1758-7778</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2012</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><sourceid>ALSLI</sourceid><sourceid>HEHIP</sourceid><sourceid>M0C</sourceid><sourceid>M2S</sourceid><recordid>eNqF0E9LwzAYBvAgCs7pB_BW8CJiNXmTNOlRhv9g4GWeS5K-xY52nUkq-O3NnHhwiqcc8nve5H0IOWX0ijGqrykUmpeCAWMgQYhij0yYkjpXSul9Mtnc5wkUh-QohCWljEteTsjF4gUzP3SYDU0W_Rhi5rq2NxGzdpW9tT6Opssimj4ck4PGdAFPvs4peb67Xcwe8vnT_ePsZp47UbKY21IqXZQUXdGAsAKstE5IJ12d_iObkhrBtVUWajTMaqzBolG1sYASpONTcr6du_bD64ghVn0bHHadWeEwhupzQw2Fkv9TqgGYphwSPftBl8PoV2mRpDjXDAomkmJb5fwQgsemWvvUhn9PqNoUXe0UnTKX2wz26E1Xf0d2aLWum8Tp7_zvFz4A1wGJOw</recordid><startdate>20120101</startdate><enddate>20120101</enddate><creator>Brahm, Taiga</creator><creator>Kunze, Florian</creator><general>Emerald Group Publishing Limited</general><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7QJ</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>8FK</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>HEHIP</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>M2M</scope><scope>M2S</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>20120101</creationdate><title>The role of trust climate in virtual teams</title><author>Brahm, Taiga ; 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subjects | Behavior Bias Climate Cohesion Communication Construction Cooperation Goal setting Goals Hypotheses Information technology Laboratories Monte Carlo simulation Occupational psychology Process models Studies Task performance Tasks Teams Teamwork Virtual organization Virtual teams VTS |
title | The role of trust climate in virtual teams |
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