The development of working relationships
Intellectual teamwork
Relational development in computer-supported groups
MIS Quarterly
Effects of four computer-mediated communications channels on trust development
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
An emprical study of best practices in virtual teams
Information and Management
Distributed Work
Supporting virtual team-building with a GSS: an empirical investigation
Decision Support Systems
Communication and Trust in Global Virtual Teams
Organization Science
Relationality in Organizational Research: Exploring The Space Between
Organization Science
Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness
Organization Science
The Mutual Knowledge Problem and Its Consequences for Dispersed Collaboration
Organization Science
The Role of Trust in Organizational Settings
Organization Science
Knowing in Practice: Enacting a Collective Capability in Distributed Organizing
Organization Science
Knowledge Sourcing Effectiveness
Management Science
Distal and Local Group Learning: Performance Trade-offs and Tensions
Organization Science
Trust Building Among Strangers
Management Science
Cultural intelligence: individual interactions across cultures
Cultural intelligence: individual interactions across cultures
Human-Computer Interaction
Human-Computer Interaction
Go (Con)figure: Subgroups, Imbalance, and Isolates in Geographically Dispersed Teams
Organization Science
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Scholars argue that direct knowledge about distant colleagues is crucial for fostering trust in global collaboration. However, their arguments focus mainly on how trust accrues from knowledge about distant collaborators' personal characteristics, relationships, and behavioral norms. We suggest that an equally important trust mechanism is “reflected knowledge,” knowledge that workers gain about the personal characteristics, relationships, and behavioral norms of their own site through the lens of their distant collaborators. Based on surveys gathered from 140 employees in a division of a global chemical company, we found that direct knowledge and reflected knowledge enhanced trust in distinct ways. Although both enhanced feelings of closeness with others, results indicate that direct knowledge increased focal actors' understanding of their distant colleagues, whereas reflected knowledge promoted feelings of being understood. We discuss implications of reflected knowledge to theories of trust and interpersonal dynamics in globally distributed collaboration. This paper was accepted by Jesper Sørensen, organizations.