An analysis of trust among globally distributed work teams in an organizational setting

Newell, Sue; David, Gary; Chand, Donald

doi:10.1002/kpm.284

Cited by 76Team Dynamics and PerformanceSoftware Engineering Techniques and PracticesKnowledge Management and Sharing

An analysis of trust among globally distributed work teams in an organizational setting

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Newell, Sue, David, Gary, Chand, Donald·2007·Knowledge and Process Management

DOI 10.1002/kpm.284

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Abstract

Abstract Regardless of whether a project team is located in the same workplace or distributed around the world, trust remains an important element deemed necessary to facilitate knowledge sharing and collaborative work. At the same time, distribution across sites presents challenges to trust building that are not present among co‐located teams. A further complicating factor in trust building among distributed teams is national culture. As we demonstrate, the impact of nationality can be increased when organizations put the distributed sites in a competitive frame. Using the Newell and Swan threefold typology of trust, this paper analyzes trust among IT work teams whose members are located at sites that are distributed in the United States, Ireland, and India. Our case analysis confirms the problematic nature of trust building among globally distributed teams. Specifically, we found that due to situational factors and socio‐psychological dynamics an ‘Us versus Them’ attitude prevails among the distributed sites. This paper concludes that the traditional approaches used by organizations to address the challenges of global collaboration are insufficient and that trust building in an organizational setting requires project managers to actively work on relationship management to minimize the impact of an inter‐group perspective. Copyright © 2007 John Wiley & Sons, Ltd.

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Distributed teams are known to face trust issues.
“Furthermore, distributed teams are known to face trust issues (Jarvenpaa and Leidner 1999;Newell et al. 2007).”
From How affordances of chatbots cross the chasm between social and traditional enterprise systems (2020) · cites this paper as Newell et al. 2007

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Exploring Trust among Globally Distributed Work Teams
Newell, S., David, G., & Chand, D. R. (2007) · Hawaii International Conference on System Sciences (HICSS) · doi:10.1109/hicss.2007.221 · Cited by 23 · see citing works
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Authors: Newell, S., David, G., & Chand, D.
Affiliations: Bentley University (US)
Corresponding author: Newell, Sue
Venue: Knowledge and Process Management
Publisher: Wiley
Published: 2007-07
Volume: 14
Issue: 3
Pages: 158-168
ISSN: 1092-4604 (ISSN-L)
1099-1441
DOI: 10.1002/kpm.284
OpenAlex: W1992938213
Cited by: 76
References: 47
Citations by year: 2025: 3 · 2024: 2 · 2023: 4 · 2022: 3 · 2021: 2 · 2020: 3 · 2019: 8 · 2018: 1 · 2017: 6 · 2016: 6 · 2015: 7 · 2014: 4 · 2013: 3 · 2012: 6
FWCI: 6.42
Type: journal article
Language: en
Open access: green
figshare.com
Licence: cc-by
onlinelibrary.wiley.com/termsAndConditions#vor (vor, 26 d)
Locations: Knowledge and Process Management (publishedVersion)
Figshare (submittedVersion, cc-by)
Topics: Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Physical Sciences › Computer Science › Information Systems › Software Engineering Techniques and Practices
Social Sciences › Communication › Knowledge Management and Sharing
Keywords: trust building, globally distributed teams, multicultural teams, national culture, IT project teams, relationship management, knowledge sharing, international cooperation

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An analysis of trust among globally distributed work teams in an organizational setting

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