Dynamic nature of trust in virtual teams

By Prasert Kanawattanachai, Youngjin Yoo. Journal of strategic information systems, 2002

572 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/d834027810d1ffdb77a53f1e61e2aec940984707

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Citations in the corpus

Toward Contextualized Theories of Trust: The Role of Trust in Global Virtual Teams (2004, background): “Although some virtual team researchers (Kanawattanachai and Youngjin 2002) have found trust to be positively associated with performance, Aubert and Kelsey (2003) failed to find any such positive relationship between trust and performance in a research task.”
Individual Swift Trust and Knowledge-Based Trust in Face-to-Face and Virtual Team Members (2009, methodology): “Past research has indicated that teams with high levels of swift trust outperform teams that exhibit low levels of swift trust [61, 67, 153].”
Global virtual teams for value creation and project success: A case study (2008, result): “This perspective assumes trust as enduring and static, which is contrary to the trust literature whose studies have found trust to be dynamic, and role and context specific [30–32].”
Cultural and societal influences on shared leadership in globally dispersed teams (2010, background): “…and communication technology may partly mitigate this effect (e.g., e-leadership), recent surveys demonstrate that 50% of virtual teams fail to meet either strategic or operational objectives due to the leadership's inability to manage the distributed workforce (Kanawattanachai and Yoo, 2002).”
Virtual Teams: What Do We Know and Where Do We Go From Here? (2004, background): “Additionally, it has been argued that trust in VTs needs to develop quickly as teams may only interact for a short period of time or may be working on a task that is of great importance and urgency (Alge et al., 2003; Jarvenpaa & Leidner, 1999; Kanawattanachai & Yoo, 2002).”
Situation Invisibility and Attribution in Distributed Collaborations (2007, unknown): “All rights reserved. professionals performing knowledge-intensive tasks (Gibson & Cohen, 2003; Kanawattanachai & Yoo, 2002; McDonough, Kahn, & Barczak, 2001).”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, background): “By disagreeingwithadecisionregardingataskallocatedtoanothergroupmember,members may appear to make a negative assessment of other members’ abilities and competencies.Thiscanquicklyturnpersonal,asperceptionsofinjusticemayarise,andnegative affectislikelytoresult(Costa2003;GreerandJehn2007;Judgeetal.200”