The Moderating Effect of Virtuality on Team Trust and Effectiveness

Abstract

Research problem: The use of virtual teams (VTs) has been growing steadily since the late 1990s. However, there is disagreement on how the virtuality of a team impacts the relationship of trust and team effectiveness. Some studies have suggested that the operationalization of the virtuality has been simplistic, with most researchers treating virtuality as a binary state. Recently, some researchers have sought to explore more complex conceptualizations of virtuality. Research question: How do dimensions of virtuality impact the relationship between intrateam trust and team effectiveness for virtual teams? Literature review: Researchers have been studying the dynamics of VTs for more than 20 years; however, the prevailing measure of virtuality is unidimensional. Following others, we employ a multidimensional measure of virtuality to model three interactions with the relationship between intrateam trust and team effectiveness. By reviewing relevant team effectiveness, intrateam trust, and virtuality literature, we build a model of team effectiveness based on three dimensions of virtuality. Methodology: A total of 230 subjects on 73 project teams were asked to record their interactions while working on a complex case assignment, allowing us to measure the three dimensions of virtuality. Results: Findings indicate that although Distance Virtuality and Member Virtuality moderate the relationship between intrateam trust and effectiveness, Time Worked Virtually does not, supporting the proposition that virtuality is a multidimensional construct. Conclusion: Differential findings support the multidimensional conceptualization of virtuality. We discuss several implications of our findings for virtual team managers, while paying attention to recent changes in team composition resulting from shelter-in-place orders associated with the COVID-19 pandemic.