The Implications of Organizational Culture and Trust in the Working of Virtual Teams

Abstract

Abstract:The research described in this paper is concerned with examining trust issues in global teams and whether there are any implications for trust in respect to the cultural orientation of firms. Trust is the individual's (or group's) belief that another individual (or group) makes good faith efforts to behave in accordance with any commitments both explicit and implicit. This research was carried out as part of a collaborative project between Loughborough and Aston Universities. In this research it was decided to measure whether there was a relationship between perceived levels of trust in the organization and organizational culture as depicted by Cameron and Quinn in the working dynamics of virtual organizations. The research investigated the issue of trust in a number of business situations and showed that there does appear to be a relationship between trust and cultural orientation of firms for the working of virtual teams.

Virtual Teams and International Business Teaching and Learning: The Case of the Global Enterprise Experience (GEE)

“…Crossing organizational boundaries within a team may create a level of conflict or mistrust (Dani, Burns, Backhouse, & Kochhar, 2006). Political, cultural, and institutional factors must be acknowledged when interacting and establishing rapport in virtual teams (Ahuja & Galvin, 2003;Elron & Vigoda-Gadot, 2006;Kauppilla, Rajala, & Jyrämä, 2011;Martins & Shalley, 2011).…”

“…Trust between team members can arise or be developed in a number of ways. Swift trust, based on mutual faith in institutional context rather than a personal relationship has been shown to exist in virtual teams (Dani et al, 2006). High-performing teams have better levels of trust during the project than low-performing teams (Kanawattabachai & Yoo, 2002).…”

The Roles of Communication and Organizational Culture in Maintaining Employees’ Loyalty (A Case Study of Charoen Pokphand Company)

“…In general, organizational culture is defined as shared philosophies, ideologies, values, beliefs, assumptions, expectations, attitudes, and norms (Hellriegel, Slocum and Woodman 1992). The paper uses Cameron and Quinn's classification to look at CP's organizational culture type (cited in Dani et al 2006). Defining the type of organizational culture is one way to understand company's characteristics and priorities.…”

“…As defined above, CP likely has adhocracy culture which the company usually has high trust and low regulation (Dani et al 2006). So in this case, if a regulation does not force employees to trust the company then informal method and communication should be appropriate ways to create and to sustain employees' trust.…”

The effects of trust‐ and leadership‐based practices in virtual alliance outcomes

“…A research project conducted between Loughborough and Aston Universities incorporated the competing value framework to measure perceived organizational trust levels and organizational culture in relationship to transforming into global virtual companies (Dani, Burns, Backhouse, & Kochhar, 2006). Participants from both organizations indicated they worked in low-trust environments, but preferred working in high-trust environments (Dani et al, 2006).…”