Abstract
Leaders of organizations frequently a failure to employ the process of gaining trust tactics required for virtual project team adoption to be successful (VPTs). The goal of this qualitative single case study, which was based on Meyerson et alquick.'s trust theory, was to see what tactics project management office leaders and project team leaders (PTLs) in philanthropic nonprofit organizations use in order to successfully create VPTs can be trusted. Six project management office leaders and PTLs from a benevolent a non-profit in the Beijing metropolitan area region took part in the workshop. Semi structured interviews and a study of organizational documents were used to gather data. A thematic approach was used to analyses the data. Trust, leadership, communication, and technology were the primary topics that emerged from the research. One of the most important recommendations is for leaders to create a climate that promotes good communication and the use of appropriate technologies to improve team collaboration and work efforts. The possibility for charitable groups in order to successfully use VPTs in support of disaster and humanitarian relief programmes for the benefit of communities and individuals all over the entire world is one of the positive social change implications.
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