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Purpose

This qualitative study investigates how global virtual teams (GVTs), which rely heavily on IT for cross-cultural collaboration, swiftly build trust.

Design/methodology/approach

By interviewing 57 GVT participants from 16 countries involved in an experiential learning project, the study explores team-building procedures and the adoption of trustworthy behaviors. Using Tuckman and Jensen’s (1977) model of team development, this research examines the global practices, circumstances and challenges faced by virtually distant global teams for swift trust formation.

Findings

Results show that high-trust members effortlessly navigate team building and engage in efficient conflict resolution. Moderate trustors are hesitant and expect more commitment from team members, whereas low-trust members are pessimistic about team members’ capacity to complete tasks and require more persuasion to trust others.

Research limitations/implications

Research suggests that GVTs hold significant importance for the future of global workforces. However, the current understanding of trust-related behaviors among Gen Z, who are expected to dominate the workforce by 2030, is inadequate. This study aims to address this gap.

Practical implications

The trust strategies leverage IT collaborative tools and implement adaptive virtual leadership practices to navigate the complexities of global business environments, emphasizing the need for trust among global team members from afar.

Originality/value

The findings primarily contribute to the body of research on GVTs by creating a framework for working together as a team that helps Gen Z members quickly trust each other when using IT tools. Additionally, this study further provides multinational organizations with strategic guidelines for managing high-performing GVTs, which is crucial to thriving in today’s unpredictable worldwide marketplaces.

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