16
PERSONALquarterly 02/17
SCHWERPUNKT
_VIRTUELLE KOOPERATION
SUMMARY
Research question:
Which factors influence team trust in virtual
teams? Do these team trust predictors differ from factors in con-
ventional teams?
Methodology:
Online survey
Practical implications:
To maximize team trust in virtual teams
sufficient information about the ability, benevolence and integrity
of all team members should be provided via electronic commu-
nication media. Moreover, transparency in the team should be
supported by an open information management.
LITERATURVERZEICHNIS
Breuer, C./Hüffmeier, J./Hertel, G. (2014): What Actions Promote Trust and
Distrust in Virtual Teams? An Explorative Study Using the Critical Incident Technique.
Paper presented at the 2nd Israel Organizational Behavior Conference (IOBC), Tel
Aviv, Israel.
Breuer, C./Hüffmeier, J./Hertel, G. (2016): Does Trust Matter More in Virtual
Teams? A Meta-Analysis of Trust and Team Effectiveness Considering Virtuality and
Documentation as Moderators. Journal of Applied Psychology, 101, 1151-1177.
Colquitt, J. A./Scott, B. A./LePine, J. A. (2007): Trust, trustworthiness, and trust
propensity: A meta-analytic test of their unique relationship with risk taking and job
performance. Journal of Applied Psychology, 92, 909-927.
Cramton, C. D. (2001): The mutual knowledge problem and its consequences for
dispersed collaboration. Organization Science, 12, 346-371.
Geister, S./Konradt, U./Hertel, G. (2006): Effects of process feedback on moti-
vation, satisfaction, and performance in virtual teams. Small Group Research, 37,
459-489.
Gilson, L. L./ Maynard, M. T./Young, N. C. J./Vartiainen, M./Hakonen, M.
(2015): Virtual teams research 10 years, 10 themes, and 10 opportunities. Journal of
Management, 41, 1313-1337.
Haygroup (2013), Akin, N./Rumpf, J.: Führung virtueller Teams. Gruppendynamik
und Organisationsberatung, 44, 373-387.
Hertel, G./Geister, S./Konradt, U. (2005): Managing virtual teams: A review of
current empirical research. Human Resource Management Review, 15, 69-95.
Jarvenpaa, S. L./Knoll, K./Leidner, D. E. (1998): Is Anybody Out There? Antece-
dents of Trust in Global Virtual Teams. Journal of Management Information Systems,
4, 29-64.
Kirkman, B. L./Mathieu, J. E. (2005): The dimensions and antecedents of team
virtuality. Journal of Management, 31, 700-718.
Krumm, S./Kanthak, J./Hartmann, K./Hertel, G. (2016): What does it take to
be a virtual team player? The knowledge, skills, abilities, and other characteristics
required in virtual teams. Human Performance, 29, 123-142.
Mayer, R. C./Davis, J. H./Schoorman, D. (1995): An integrative model of organiza-
tional trust. Academy of Management Review, 20, 709-734.
Schoorman, F. D./Mayer, R. C./Davis, J. H. (2007): An integrative model of
organizational trust: Past, present, and future. Academy of Management review, 32,
344-354.
Yakovleva, M./Reilly, R. R./Werko, R. (2010): Why do we trust? Moving beyond
individual to dyadic perceptions. Journal of Applied Psychology, 95, 79.
Wilson, J. M./Straus, S. G./McEvily, B. (2006): All in due time: The development
of trust in computer-mediated and face-to-face teams. Organizational Behavior and
Human Decision Processes, 99, 16–33.
DIPL.-PSYCH. CHRISTINA BREUER
Organisations- und Wirtschaftspsychologie
Westfälische Wilhelms-Universität Münster;
Beraterin/GF Breuer Consulting
E-Mail:
PROF. DR. JOACHIM HÜFFMEIER
Professur für Sozial-, Arbeits- und Organi-
sationspsychologie, Technische Universität
Dortmund
E-Mail:
psych/de/Home/Mitarbeiter/psychologie
_ifp/Hueffmeier_Joachim.html
PROF. DR. GUIDO HERTEL
Professur für Organisations- und Wirtschafts-
psychologie, Westfälische Wilhelms-Universi-
tät Münster
E-Mail:
Hierfür können bspw. in einer „Verantwortlichkeits-Matrix“
alle zugeteilten Aufgaben, Verantwortlichkeiten und Projekt-
deadlines schriftlich festgehalten und allen Teammitgliedern
aktualisiert online zur Verfügung gestellt werden. Zudem
sollten Teams elektronische Tools zur Dokumentation aller ein-
zelnen Arbeitsschritte nutzen, anhand derer imArbeitsprozess
deutlich wird, wer welche Teilaufgabe bereits erledigt hat.
