Trust, Team Effectiveness, and Strategies: A Comparative Study between Virtual and Face-to-Face Teams

被引:2
|
作者
Wei, Feiyang [1 ]
Hwang, Bon-Gang [1 ]
Zainal, Nur Syafiqah Binte [1 ]
Zhu, Hanjing [1 ]
机构
[1] Natl Univ Singapore, Coll Design & Engn, Dept Built Environm, 4 Architecture Dr, Singapore 117566, Singapore
关键词
BEHAVIORAL INTEGRITY; INTERPERSONAL-TRUST; NONRESPONSE BIAS; BUILDING TRUST; COMMUNICATION; PERFORMANCE; IMPACT; TRUSTWORTHINESS; CONSEQUENCES; SATISFACTION;
D O I
10.1061/JCEMD4.COENG-14522
中图分类号
TU [建筑科学];
学科分类号
0813 ;
摘要
The COVID-19 pandemic has led to widespread implementation of virtual teams (VTs) in the built environment industry, transitioning the industry to virtualization. However, to our best knowledge, studies are limited on trust-building and team effectiveness of VTs compared with traditional face-to-face teams (TFTs). As such, this research aims to: 1) investigate the differences in factors affecting trust and levels of team effectiveness between VTs and TFTs; and 2) propose strategies that can effectively develop trust in VTs. To achieve these objectives, trust-influencing factors were identified under cognitive and affective dimensions through comprehensive literature reviews. Additionally, team effectiveness was assessed based on team performance and team satisfaction, followed by a structured questionnaire survey validated by experts to identify the significant factors affecting trust-building, to evaluate levels of team effectiveness in VTs and TFTs, and to assess feasible strategies to develop trust in VTs. Moreover, interviews with industry experts were conducted to validate the survey results. The results showed that the most significant factors affecting trust were competence, integrity, and relation in VTs and TFTs, although these factors showed different relative importance. Further, the factors affecting VTs were more affective-based and less cognitive-based than TFTs. In terms of effectiveness, the result showed that VTs had a higher team performance level, while their team satisfaction levels were lower than TFTs. The top-three strategies that could assist trust-building in VTs were proved to be sharing of personal interest and information, ice-breaker exercises, and face-to-face meetings when possible. The findings of this study can serve as a guide to improve the trust and effectiveness of VTs in the built environment industry, providing a valuable reference for organizations moving toward more digitalization and virtualization of their team meetings.
引用
收藏
页数:17
相关论文
共 50 条
  • [1] Team satisfaction, identity, and trust: a comparison of face-to-face and virtual student teams
    Mayfield, Clifton O.
    Valenti, Alix
    ACTIVE LEARNING IN HIGHER EDUCATION, 2024, 25 (02) : 213 - 226
  • [2] Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams
    Breuer, Christina
    Hueffmeier, Joachim
    Hibben, Frederike
    Hertel, Guido
    HUMAN RELATIONS, 2020, 73 (01) : 3 - 34
  • [3] Team member selection decisions for virtual versus face-to-face teams
    D'Souza, Geeta C.
    Colarelli, Stephen M.
    COMPUTERS IN HUMAN BEHAVIOR, 2010, 26 (04) : 630 - 635
  • [4] Individual Swift Trust and Knowledge-Based Trust in Face-to-Face and Virtual Team Members
    Robert, Lionel P., Jr.
    Dennis, Alan R.
    Hung, Yu-Ting Caisy
    JOURNAL OF MANAGEMENT INFORMATION SYSTEMS, 2009, 26 (02) : 241 - 279
  • [5] Improving the Effectiveness of Virtual Teams: A Comparison of Video-Conferencing and Face-to-Face Communication in China
    Guo, Zixiu
    D'Ambra, John
    Turner, Tim
    Zhang, Huiying
    IEEE TRANSACTIONS ON PROFESSIONAL COMMUNICATION, 2009, 52 (01) : 1 - 16
  • [6] Do Virtual and the Face-to-face Ways of Working Have an Impact on the Effectiveness of Teams? An Empirical Study in the Context of Multicultural IT Teams
    Cizmas, Elena
    Feder, Emoke-Szidonia
    Maticiuc, Madalina-Dumitrita
    INZINERINE EKONOMIKA-ENGINEERING ECONOMICS, 2024, 35 (04): : 410 - 425
  • [7] Transformational leadership in context: Face-to-face and virtual teams
    Purvanova, Radostina K.
    Bono, Joyce E.
    LEADERSHIP QUARTERLY, 2009, 20 (03) : 343 - 357
  • [8] Team Decision Making in Virtual and Face-to-Face Environments
    O'Neill, Thomas A.
    Hancock, Samantha E.
    Zivkov, Katarina
    Larson, Nicole L.
    Law, Stephanie J.
    GROUP DECISION AND NEGOTIATION, 2016, 25 (05) : 995 - 1020
  • [9] When the SUIT Fits: Constructive Controversy Training in Face-to-Face and Virtual Teams
    O'Neill, Thomas A.
    Hancock, Samantha
    McLarnon, Matthew J. W.
    Holland, Taylor
    NEGOTIATION AND CONFLICT MANAGEMENT RESEARCH, 2020, 13 (01) : 44 - 59
  • [10] Developing and Maintaining Information System: The Impact of Virtual Team VS Face-to-Face Team on Group Performance and Outcomes
    Droussi, Salma
    Gassemi, Karim
    PROCEEDINGS OF THE 8TH INTERNATIONAL CONFERENCE ON E-BUSINESS, MANAGEMENT AND ECONOMICS (ICEME 2017), 2015, : 1 - 5