Abstract
Organizational leaders often fail to use the trust building strategies necessary for the successful implementation of virtual project teams (VPTs). Grounded in Meyerson et al.’s swift trust theory, the purpose of this qualitative single case study was to explore strategies project team leaders (PTLs) and project management office leaders in charitable nonprofit organizations leverage to effectively develop trust in VPTs. The participants were six PTLs and project management office leaders from a charitable nonprofit organization in the Washington, DC metropolitan area. Data were collected through semi structured interviews and a review of the organizational documentation. Data analysis occurred through a thematic approach. The major themes emerging from the study were trust, leadership, communication, and technology. A key recommendation is for leaders to create an environment conducive to effective communication and the right technology to facilitate the collaboration and work efforts of the team. The implications for positive social change include the potential for nonprofit organizations to effectively utilize VPTs in support of humanitarian and disaster relief projects for the benefit of people and communities around the world.
Highlights
AND BACKGROUNDThe globalization of world economies and technological advancements enable businesses and all types of organizations, including nonprofit organizations, to operate without concern for traditional boundaries
If virtual project teams (VPTs) within nonprofit organizations operate at maximum effectiveness through effective leadership, technology, and communication that leads to high trust levels in the group, their humanitarian and public good missions will have a positive effect on societies and people in communities throughout the world
When organizations employ virtual teams, trust is an essential element that must exist within the team
Summary
AND BACKGROUNDThe globalization of world economies and technological advancements enable businesses and all types of organizations, including nonprofit organizations, to operate without concern for traditional boundaries. Organizations employ different work environment models to accomplish objectives. One work model used to accomplish organizational goals is virtual teams. Virtual work teams, which often consist of geographically dispersed team members, represent an effective means for leaders to satisfy organizational objectives [1]. Virtual group members may operate in different regions and time zones without the limitations connected with traditional boundaries for employment. Dispersed virtual teams continue to surge in popularity as organizations expand operations globally to complete timesensitive goals [1]. One of the major challenges for virtual team leaders is building trust among members of the team [4]. Organization leaders must recognize the broad implications of trust in order to maximize team and organizational performance.
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