Author:
Erdem Ferda,Ozen Janset,Atsan Nuray
Abstract
Suggests that teamworking is a critical success factor for most organizations. The study reported in this paper sought to investigate the relationship between the level of trust between members of a workteam and the performance of that team. The study involved 148 members of 28 teams across four organisations. Suggests that though there is a relationship between trust and performance (which was found to be particularly strong within two of the organizations), there are other factors at play. Suggests a number of factors which require further investigation.
Reference9 articles.
1. Erdem, F. and Ozen, J. (2000), “Trust and distrust in teamwork: unconditional trust or optimal trust for performance?”, paper presented at the 8th National Management and Organization Congress, May, Nevsehir, Turkey.
2. Grey, C. and Garsten, C. (2001), “Trust, control and post‐bureaucrary”, Organization Studies, Vol. 22 No. 2, pp. 229‐50.
3. Jones, R. and George, J. (1998), “The evolution of trust and cooperation: implication for teamwork and tacit knowledge”, Academy of Management Review, Vol. 23 No. 2, pp. 531‐46.
4. Kirkman, B. and Shapiro, D. (1997), “The impact of cultural values on employee resistance to teams: toward a model of globalized self managing work team effectiveness”, Academy of Management Review, Vol. 22 No. 3, pp. 730‐57.
5. Manz, C. and Neck, S. (1997), “Teamthink: beyond the groupthink syndrome in self‐managing work teams”, Team Performance Management, Vol. 3 No. 1, pp. 18‐31.
Cited by
42 articles.
订阅此论文施引文献
订阅此论文施引文献，注册后可以免费订阅5篇论文的施引文献，订阅后可以查看论文全部施引文献