Algorithm 457: finding all cliques of an undirected graph
Communications of the ACM
Rise of the Network Society: The Information Age: Economy, Society and Culture
Rise of the Network Society: The Information Age: Economy, Society and Culture
Virtual Teams: People Working Across Boundaries with Technology, Second Edition
Virtual Teams: People Working Across Boundaries with Technology, Second Edition
Distributed Work
Trust as an Organizing Principle
Organization Science
Communication and Trust in Global Virtual Teams
Organization Science
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
The Role of Trust in Organizational Settings
Organization Science
Mastering Virtual Teams
Supporting reasoning and communication for intelligence officers
International Journal of Networking and Virtual Organisations
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During the last few decades several important empirical studies have documented that trust is important for the efficiency of distributed groups (Piccoli and Ives, 2003; Wilson et al., 2006). It has also been documented that more task-oriented forms of trust (i.e., swift trust) develop more easily in such teams than affective trust forms (Meyerson et al., 1996; Jarvenpaa and Leidner, 1999; Kanawattanachai and Yoo, 2002). More poorly understood are the underlying mechanisms that generate different types of trust within distributed groups in the first place. In this article, findings from a study of affective and cognitive trust relations in a group of distributed engineers are presented, and it is demonstrated how these trust forms followed slightly different patterns. The findings indicate that 'trust brokering' occurred along both dimensions and that these activities were crucial for the development of trust in the group.