Swift Trust in Global Virtual Teams-Reference-Cited by-同舟云学术

Swift Trust in Global Virtual Teams

Published:2013-01 Issue:1 Volume:12 Page:45-56
ISSN:1866-5888
Container-title:Journal of Personnel Psychology
language:en
Short-container-title:Journal of Personnel Psychology

Author:

Crisp C. Brad¹,Jarvenpaa Sirkka L.²

Affiliation:

1. School of Information Technology and Computing, College of Business Administration, Abilene Christian University, TX, USA

2. Center for Business, Technology and Law, McCombs School of Business, University of Texas, Austin, TX, USA

Abstract

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.

Publisher

Hogrefe Publishing Group

Subject

Organizational Behavior and Human Resource Management,Applied Psychology

Link

https://econtent.hogrefe.com/doi/pdf/10.1027/1866-5888/a000075

Reference68 articles.

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4. When Trust Matters: The Moderating Effect of Outcome Favorability

5. Interpersonal Traits, Complementarity, and Trust in Virtual Collaboration

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