Globalization, flexibilization, decentralization and networking are all buzzwords that change our workplaces into work 4.0. Deloitte's recent Global Human Capital Trends Surveys from 2016 and 2018 describe the trends of self-organized networks and hyper-connected workplaces, as well as digital HR and recommends that organizations have to redesign their work environment with HR as creator to facilitate collaboration across company boundaries.
Global virtual teams (hereafter: GVTs) are one way, to respond to those trends and stay competitive. Several surveys indicate, how ubiquitous global virtual teamwork is. A survey from 2016 included 1,372 respondents from 80 countries. 85% of those indicated that they already worked in GVTs. To be successful, these teams depend on diverse factors, as can be seen in figure 1 (not included in this text).
One of the main difference between GVTs and co-located teams is the interaction through information and communication technologies (hereafter: ICTs). The most important success factor, yet bigg est challenge for those teams is to develop mutual trust. This paper will connect both success factors to find out, how trust can be built through the appropriate usage of cutting-edge ICTs. How to build trust is one of the most researched topics in the GVT literature. In addition, scholars already included trust-formation through communication in their research. However, they have not broadened their research to emerging ICTs, like Web 2.0 or virtual rooms yet. Scholars annotate critically that even though those technologies are already used in practice, “research appears not to be keeping up with practice.”
Regarding 3D virtual environments like virtual rooms, only five articles were found by Gilson et al. and the content was rather generic. Additionally, social networks, which are broadly used in practice, have yet not been focused within the scientific literature. The scholars recommend to addressing these topics in future research. Therefore, this paper starts to fill this scientific gap by developing assumptions regarding the formation of trust through new ICTs within GVTs, based on theoretical background. The results can be used for further research that verifies these assumptions practically through experiments.
Table of Contents
1 Introduction and relevance of the topic
1.1 Research questions and structure of the paper
1.2 Research method and topics demarcation
2 Strategic importance of global virtual teams
2.1 Definition of global virtual teams
2.2 The strategic importance of global virtual teams based on mega trends
3 Trust as the main challenge in global virtual teams
3.1 Models of trust
3.2 Why gaining trust is difficult in global virtual teams
4 Building trust in global virtual teams through modern communication and information technologies
4.1 Communication behaviors that build trust in global virtual teams
4.2 Information and communication technologies that build trust in global virtual teams
5 Implications for Human Resources to enhance trust in global virtual teams
6 Conclusion and recommendations for further research
Objectives and Research Themes
The primary objective of this paper is to examine how modern Information and Communication Technologies (ICTs) and specific communication behaviors can be leveraged to foster and enhance mutual trust within Global Virtual Teams (GVTs). The research addresses the challenges of trust development in a digital, decentralized work environment and provides practical strategic recommendations for Human Resources departments.
- Theoretical foundations of trust in virtual team environments.
- Impact of mega-trends and Work 4.0 on organizational structures.
- Evaluation of cutting-edge technologies like Web 2.0 tools and virtual rooms.
- Communication strategies and behaviors to facilitate trust development.
- Strategic role of HR in driving digital transformation and supporting virtual collaboration.
Excerpt from the Book
3.2 Why gaining trust is difficult in global virtual teams
The global dispersion of GVT members and technology-enabled communication are the main factors that lead to fewer trust in VTs compared to co-located teams. In co-located teams, trust is gained through interpersonal interactions as well as regular task-related and informal communication. In GVTs, however, building and maintaining trust can be more challenging and often takes longer.
Since members are not able to monitor and control directly how much time and effort other members invest, it might be more difficult to build trust based on a trustee´s ability. Moreover, with less control, trustors might evaluate the situation more risky, which impedes trust. For instance, working in different time-zones often results in delayed responses and this insecurity whether other members have read a message, hinders trust development. The Lacking informal interaction, i.e. during lunch can inhibit the formation of a collective identity and oftentimes members of GVTs do not feel themselves belonging to a group which they cannot see face-to-face.
Summary of Chapters
1 Introduction and relevance of the topic: Sets the context of the paper by defining the emergence of Global Virtual Teams within the framework of modern mega-trends and outlines the research objective.
2 Strategic importance of global virtual teams: Defines the core characteristics of GVTs and analyzes why they have become essential for organizations operating in a changing global landscape.
3 Trust as the main challenge in global virtual teams: Examines theoretical models of trust and explores the specific barriers, such as lack of face-to-face interaction, that make trust-building difficult in a virtual context.
4 Building trust in global virtual teams through modern communication and information technologies: Investigates how specific communication behaviors and emerging technologies like Web 2.0 and virtual rooms can be used to foster trust.
5 Implications for Human Resources to enhance trust in global virtual teams: Provides actionable recommendations for HR departments to support virtual teams through technical frameworks, training, and cultural change.
6 Conclusion and recommendations for further research: Synthesizes the main findings and suggests that future studies should practically verify the theoretical assumptions regarding the impact of new technologies on trust.
Keywords
Global Virtual Teams, GVTs, Trust, Swift Trust, Human Resources, Information and Communication Technologies, ICTs, Web 2.0, Enterprise Social Networks, Virtual Rooms, Digital Transformation, Work 4.0, Communication Behavior, Team Collaboration, Organizational Culture.
Frequently Asked Questions
What is the core focus of this research?
The paper focuses on analyzing how modern ICTs and specific communication behaviors can enhance trust within Global Virtual Teams.
What are the primary themes discussed?
The key themes include the strategic necessity of virtual teams, the theoretical models of trust, challenges in virtual collaboration, and the role of HR in digital transformation.
What is the main goal of the paper?
The objective is to fill the gap between current practice and research by establishing a theoretical basis for how trust can be cultivated through advanced technologies in virtual environments.
Which methodology is employed?
The paper utilizes a narrative literature review to analyze existing theories and build hypotheses for further practical investigation.
What does the main part of the paper cover?
The main body investigates trust models, identifies barriers in virtual teams, evaluates communication strategies, and reviews technologies like Enterprise Social Networks and virtual rooms.
Which keywords define this work?
Relevant keywords include Global Virtual Teams, Trust, HR, Digital Transformation, Web 2.0, and ICTs.
How do 'virtual rooms' contribute to trust?
Virtual rooms use VR technology to enhance the psychological state of presence, reducing perceived distance and enabling more immersive interactions compared to traditional video conferencing.
What is the role of HR in this context?
HR serves as the strategic driver of digital transformation, responsible for providing the technical framework, offering training, and shaping an organizational culture that promotes virtual collaboration.
Why is 'swift trust' significant for virtual teams?
Swift trust is crucial for teams with limited lifespans, as it allows members to establish a foundational level of trust quickly based on heuristics and role-based assumptions.
- Quote paper
- Anna Faßhold (Author), 2018, Global Virtual Teams. How the Usage of New Information and Communication Technologies can Enhance Trust in Global Virtual Teams, Munich, GRIN Verlag, https://www.hausarbeiten.de/document/446773
