How far can I trust you? Understanding the social identity perspective of trust development in global virtual teams

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PurposeNew technologies, digitalization tools, and the changing world of work have created a virtual, multicultural, and crossborder environment within organizations. Consequently, a growing body of international business literature is focusing on global virtual teams. However, the research so far has focused more on work-based challenges and outcomes of global virtual teams, with limited attention to long-term trust development between members in these teams. This gap is the key focus of the present research.Design/methodology/approachIn this study, data were collected from 19 interviewees of various nationalities who were part of global virtual teams to understand trust development and identity changes. Afterwards, the NVivo software was used, and findings were generated using the “thematic analysis approach.”FindingsThe findings suggested that individuals working in global virtual teams perceived that such a work arrangement had a positive effect on their work performance; however, it had several negative consequences for their social and nonwork lives. Further, while many team members were able to develop swift and cognitive trust with their global virtual team members, the development of affective trust was less common. Also, exposure to multicultural team members, albeit remotely, resulted in most of the individuals embracing (perceived positive) changes in their behaviors and attitudes, thus reflecting a gradual move toward globalization of the workforce values, yet simultaneously creating greater uncertainty and complexity in their identity and work values.Originality/valueUsing the findings, a novel process model, i.e. “the social identity perspective of trust development in global virtual teams” has been proposed, which offers a step-wise guidance regarding how affect-based trust may be developed in global virtual teams in various stages.