Individual Swift Trust and Knowledge-Based Trust in Face-to-Face and Virtual Team Members

Robert, Lionel; Denis, Alan; Hung, Yu-Ting Caisy

doi:10.2753/mis0742-1222260210

Cited by 371 publications

(322 citation statements)

References 141 publications

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“…LSM is thought to be a useful indicator in part because mimicry represents improved shared understanding [12,13]. Researchers have also commonly used team trust as a measure of mutual attraction [26,27], and it has been found to be a primary factor in team cohesion [8]. Thus, we chose to include short measures for team trust and shared understanding in the survey.…”

Section: Mutual Attractionmentioning

confidence: 99%

Monitoring email to indicate project team performance and mutual attraction

Munson

Kervin

Robert

2014

Proceedings of the 17th ACM Conference on Computer Supported Cooperative Work &Amp; Social Computing

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Many managers and mentors for project teams desire more efficient and more effective ways of monitoring and predicting the quality of social relationships and the performance of teams under their purview. A previous study [13] found that one form of linguistic mimicry, linguistic style matching, and some lexical features indicated team performance and mutual attraction in short-term, laboratory tasks. In this paper, we evaluate whether these measures also work as indicators for performance, shared understanding, and team trust in longerduration project teams, using only limited, unobtrusively obtained communication traces. In our four-month evaluation using student project team emails, we found no support for LSM or most of the previously identified measures as practical indicators in our field setting. We did find some support for using future-oriented words to indicate team performance over time.

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Section: Mutual Attractionmentioning

confidence: 99%

Monitoring email to indicate project team performance and mutual attraction

Munson

Kervin

Robert

2014

Proceedings of the 17th ACM Conference on Computer Supported Cooperative Work &Amp; Social Computing

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“…The dynamic, prolonged nature of volcanic crisis response thus requires different ways of ensuring the development of trust. The concept of swift trust represents an approach to trust building in situations where people must collaborate on complex, evolving volcanic crisis tasks under high risk, low time constraints that preclude the development of trust through normal means (Goodman and Goodman 1976;Meyerson et al 1996;Hyllengren et al 2011;Faraj and Xiao 2006;Robert et al 2009;Lester and Vogelgesang 2012;Crisp and Jarvenpaa 2013).…”

Section: Trustmentioning

confidence: 99%

Decision-Making: Preventing Miscommunication and Creating Shared Meaning Between Stakeholders

Doyle

Paton

2017

Advances in Volcanology

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The effective management and response to either volcanic eruptions or (often prolonged) periods of heightened unrest, is fundamentally dependent upon effective relationships and communication between science advisors, emergency managers and key decision makers. To optimise the effectiveness of the scientific contribution to effective prediction and management decision making, it is important for science advisors or scientific advisory bodies to be cognisant of the many different perspectives, needs and goals of the diverse organisations involved in the response. Challenges arise for scientists as they may need to be embedded members of the wider response multi-agency team, rather than independent contributors of essential information. Thus they must add to their competencies an understanding of the different roles, responsibilities, and needs of each member organisation, such that they can start to provide information implicitly rather than in response to explicit requests. To build this shared understanding, the team situational awareness (understanding of the situation in time and space), and the wider team mental model (a representation of the team functions and responsibilities), requires participating in a response environment together. Facilitating the availability of this capability has training and organizational development implications for scientific agencies and introduces a need for developing new inter-agency relationships and liaison mechanisms well before a volcanic crisis occurs. In this chapter, we review individual and team decision making, and the role of situational awareness and mental models in creating "shared meaning" between agencies. The aim is to improve communication and information sharing, as well as furthering the understanding of the impact that uncertainty has upon communication and ways to manage this. We then review personal and organisational factors that can impact response and conclude with a brief review of methods available to improve future response capability, and the importance of protocols and guidelines to assist this in a national or international context.

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“…Traditionally, Trust is the result of individual judgments of past behavior and will develop gradually over time [24] . The features of VT make it more difficult to build trust.…”

Section: Trustmentioning

confidence: 99%

A Meta-analysis of Virtual Team Communication Based on IPO Model

Liu¹,

Yan²,

Sun³

2010

Proceedings of the 2010 International Conference on E-Business Intelligence

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Communication plays a central role in virtual team performance, but its research results have not always been in agreement with each other. Using a general IPO model, this paper proposed hypotheses from the perspective of Media Synchronism Theory, and conducted a meta-analysis to test the relationships among virtual team input, process and output variables. The paper also offered implications for future research and practice in conclusion.

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Individual Swift Trust and Knowledge-Based Trust in Face-to-Face and Virtual Team Members

Abstract: 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.

Cited by 371 publications

References 141 publications

Monitoring email to indicate project team performance and mutual attraction

Monitoring email to indicate project team performance and mutual attraction

Decision-Making: Preventing Miscommunication and Creating Shared Meaning Between Stakeholders

A Meta-analysis of Virtual Team Communication Based on IPO Model

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