business. His research focuses on team collaboration in virtual environments. He was a bAt doctoral fellow and KPMg scholar at Indiana university, where he completed his Ph.D. in Information Systems. Dr.

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Traditional models of trust have seen trust as being created as a result of a long history of interaction, but recent studies of trust in virtual teams have shown the existence of high initial trust among team members. This paper proposes an integrated model of trust that encompasses both the traditional view of trust and the swift trust found in virtual teams. Based on the dual process theories of cognition, we argue that individuals form trust attitudes via three distinct routes at different stages of a relationship: the peripheral route, the central route, and the habitual route, irrespective. In the initial stages of a relationship when individuals lack information about each other, they rely on peripheral cues (e.g., third party information, social categories, roles, and rules) to form trust. Once individuals have shared history and knowledge of the other party, they use the central route, which involves the assessment of the other party's ability, integrity, and benevolence. Finally, after long periods of shared history in which the individuals develop a habitual pattern of trust, along with possible emotional bonds, they are no longer motivated to deliberately assess trust, and instead simply enact prior trust attitudes via the habitual route. The mediated communication environment predominantly used by virtual teams slows down the progression among the three routes, and increases perceived risk.

Globalization and technological advances are driving organizations to extend the boundaries of new product development (NPD) teams from traditional colocated settings to dispersed or virtual settings. Virtual NPD teams have a wide array of information and communication technologies (ICTs) at their disposal. ICTs allow team members to communicate and collaborate as they cope with the opportunities and challenges of cross-boundary work. The purpose of this paper is to explore ICT use by members of virtual NPD teams. This study presents an exploratory test and integration of two competing perspectives of media use in virtual teams: media capacity theories and social dynamic media theories. Specifically, this paper examines the role of task type, organizational context, and ICT type as critical contingency variables affecting ICT use. It also examines how different patterns of ICT use relate to individual perceptions of team performance. The findings from this study of 184 members of virtual NPD teams in three global firms suggest that communication via ICTs in virtual NPD teams is contingent on a range of factors.

Media richness theory argues that performance improves when team members use “richer” media for equivocal tasks. Virtually all research on media richness theory has focused on perceptions: surveys of individuals’beliefs about media rather than investigating actual performance with richer versus leaner media. This experiment studied the effects of media richness on decision making in two-person teams (all male, all female, and mixed gender) using one form of “new media” (computer-mediated communication). Participants took longer to make decisions with computer-mediated communication. Matching richness to task equivocality only resulted in better performance for the all-female teams, likely because females are more sensitive to nonverbal communication and more affected by its absence in computer-mediated communication. For remaining teams, using richer face-to-face communication did not improve performance to a greater extent for more equivocal than less equivocal tasks. Results support media richness theory only for all-female teams.

Strong market orientation is essential to firm success. In the diverse and dynamic digital environment, a strong market orientation philosophy is even more important to the digital entrepreneur. We explore the advantages and challenges that the networked world offers the market-oriented digital entrepreneur. In particular, we examine the role of electronic community and communication and how successful digital entrepreneurs takes advantage of electronic community technologies to facilitate more effective communication with customers, partners, the digital organization, and in communicating the "product" of market orientation to the marketplace. Propositions concerning market orientation and digital entrepreneurship are introduced, and future research directions are discussed.

Specific needs in the area of enterprise applications have led to a new type of collaborative open source innovation development across institution borders: community source. We use the Kuali community source network, a jointly managed, border‐spanning organization that supplies the institutions that created it, to describe how community source works. This study builds a theoretical basis for understanding the individual and institutional factors affecting community source network formation and the decision by organizations to join a community source network. We identify eight antecedents of decisions about forming or joining community source initiatives: motives, learning, trust, norms and monitoring, institutional similarity, external funding, hostile external environment and information technology. © 2016 John Wiley & Sons Ltd

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