The role of trust climate in virtual teams

Abstract

Purpose – Research testing a complex process model, incorporating moderating and mediating mechanisms associated with virtual team (VT) performance, remains rare. This paper aims to introduce trust climate as a crucial boundary condition for high performance in VTs. It also aims to propose a moderated-indirect model such that the relationship between team goals and task performance is mediated by task cohesion and the relationship between team goals and task cohesion is moderated by trust.Design/methodology/approach – Hypotheses are tested using a longitudinal design with a sample of 50 teams.Findings – The proposed moderated-indirect model is confirmed. The model explains the indirect relationship between team goal setting and performance transmitted through task cohesion, which is dependent on the level of trust climate.Research limitations/implications – Although hypotheses were tested in a longitudinal setting, common source bias might be a potential problem for some of the observed relationships. Future research could build on this model for further investigations on more complex theoretical models for VT performance.Practical implications – This research suggests that managers should emphasize the development of team trust at early stages of collaboration in a VT to reach high performance outcomes.Societal implications – For VTs, trustful working environments should become even more important in the future, supporting team members' satisfaction in working in VTs.Originality/value – Through this study, a complex process model for VTs was developed and trust climate established as a prominent context factor for VT success.