An analysis of trust among globally distributed work teams in an organizational setting

✍ Scribed by Sue Newell; Gary David; Donald Chand

• Publisher: John Wiley and Sons
• Year: 2007
• Tongue: English
• Weight: 143 KB
• Volume: 14
• Category: Article
• ISSN: 1092-4604
• DOI: 10.1002/kpm.284

✦ Synopsis

Abstract

Regardless of whether a project team is located in the same workplace or distributed around the world, trust remains an important element deemed necessary to facilitate knowledge sharing and collaborative work. At the same time, distribution across sites presents challenges to trust building that are not present among co‐located teams. A further complicating factor in trust building among distributed teams is national culture. As we demonstrate, the impact of nationality can be increased when organizations put the distributed sites in a competitive frame. Using the Newell and Swan threefold typology of trust, this paper analyzes trust among IT work teams whose members are located at sites that are distributed in the United States, Ireland, and India. Our case analysis confirms the problematic nature of trust building among globally distributed teams. Specifically, we found that due to situational factors and socio‐psychological dynamics an ‘Us versus Them’ attitude prevails among the distributed sites. This paper concludes that the traditional approaches used by organizations to address the challenges of global collaboration are insufficient and that trust building in an organizational setting requires project managers to actively work on relationship management to minimize the impact of an inter‐group perspective. Copyright © 2007 John Wiley & Sons, Ltd.