Communication and Trust in Global Virtual Teams
Organization Science
HICSS '00 Proceedings of the 33rd Hawaii International Conference on System Sciences-Volume 1 - Volume 1
Developing Trust in Virtual Teams
HICSS '97 Proceedings of the 30th Hawaii International Conference on System Sciences: Information Systems Track-Collaboration Systems and Technology - Volume 2
Trust in Virtual Teams: Towards an Integrative Model of Trust Formation
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 1 - Volume 1
European Journal of Information Systems - Special issue: From technical to socio-technical change: Tackling the human and organizational aspects of systems development projects
HICSS '06 Proceedings of the 39th Annual Hawaii International Conference on System Sciences - Volume 01
Is anybody out there?: antecedents of trust in global virtual teams
Journal of Management Information Systems - Special section: Managing virtual workplaces and teleworking with information technology
Exploring Trust among Globally Distributed Work Teams
HICSS '07 Proceedings of the 40th Annual Hawaii International Conference on System Sciences
Interpersonal Traits, Complementarity, and Trust in Virtual Collaboration
Journal of Management Information Systems
Leadership Effectiveness in Global Virtual Teams
Journal of Management Information Systems
An empirical investigation of trust's impact on collective awareness development in virtual teams
International Journal of Networking and Virtual Organisations
Individual Swift Trust and Knowledge-Based Trust in Face-to-Face and Virtual Team Members
Journal of Management Information Systems
Developing trust in virtual software development teams
Journal of Theoretical and Applied Electronic Commerce Research
The Role of Communication and Trust in Global Virtual Teams: A Social Network Perspective
Journal of Management Information Systems
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Trust is considered a key factor in virtual team performance and outcomes. Recent studies suggest that e-leaders significantly contribute to trust development in their teams and that their contributions depend on the team's level of virtuality. The purpose of this paper is to analyze the behaviors and practices that enable e-leaders to build trusty relationships in their teams. Using leadership behavioral complexity theory, we focus on the roles played by e-leaders in managing their teams. To this end, we conducted a large survey with virtual team members. The results highlight the importance of the roles of rational goals and human relations in trust management. With regard to the effects of virtuality, distance is found to have a significant negative moderator effect on the contribution of leadership to trust development, while the moderator effect of ICT use is positive.