Intrateam Trust Research Articles

Team trust as a predictor of collective efficacy in female rugby players

According to Bandura’s (1997) social cognitive theory, “the higher the sense of collective efficacy, the better the team performance”. Bandura also states that collective efficacy is greater than the sum of its individual self-efficacies due to it being influenced by other cognitive factors, including trust (1986, 1997, J Cog Psychother, 13, 158-166). Therefore, the purpose of this study was to investigate the influence of team trust on the construct of collective efficacy within a sport context. It is proposed that team trust is an important cognitive factor that may precede the relationship between collective efficacy and group performance. With institute ethical approval (BREO:33249-A-Nov/2023-47988-1), 21 female college rugby players voluntarily completed the four factor Team Trust Scale (Costa & Anderson, 2011. Eur J Work Org Psych, 20, 119-154) and the five factor Collective Efficacy Questionnaire for Sport (Short, Sullivan. & Feltz, 2005, Meas Phys Ed Ex Sci, 9, 181-202) to measure the correlation between levels of team trust and collective efficacy and determine if team trust is indeed a valid predictor of collective efficacy. Linear regression analyses were conducted and correlation coefficients calculated using Pearson’s correlation. It was predicted that a positive correlation would be shown between the two constructs and that team trust is a significant predictor of collective efficacy. Assuming a positive hypothesis, the study recommends that rugby teams and interdependent sport teams, generally, should develop a high-quality environment of trust both on and off the pitch, given its relationship with collective efficacy and subsequent impact on performance. Relatively little research has been carried out into the effect of intrateam trust within sport and, therefore, this study serves to widen the exploration of this construct and its impact on other social constructs such as collective efficacy and their impact on team performance.

A Socio-Emotional Framework to Understand Engagement in Engineering Student Project-Teams

Project-based design courses typically involve self-managed teams whose goal is to develop solutions to open-ended engineering problems. Due to their collaborative nature, team-based design courses are largely effective only if students participate and are engaged with both individual and team level learning and tasks. Despite efforts to improve team effectiveness, low engagement persists as a critical issue in engineering student project-teams. In this work, we present a socio-emotional conceptual framework to better understand how team member interactions affect the engagement of team members within engineering-student project-teams over time. It is proposed that this framework will be used to investigate previously overlooked characteristics of a team's social climate (including task interdependence, intra-team trust, and psychological safety) which may affect student engagement in the engineering project-team context. It is anticipated that this framework will provide novel insight into the social climate of the team environment and its effects on student engagement. Through better understanding these phenomena, we will be able to design curriculum to leverage this understanding and improve student engagement at a course-wide level.

Does maximum emotional intelligence facilitate team organizational citizenship behaviors: A perspective of integrating strategic core roles and multilevel theory

AbstractThis study examines how maximum emotional intelligence (EI) members can contribute to the emergence of team-level organizational citizenship behaviors (OCB). Based on integrating a strategic core role and multilevel theory, we developed and tested a model in which the maximum EI score in teams results in intrateam trust and consequently impacts team OCB and examined whether the indirect effect of maximum EI on team OCB through intrateam trust would be moderated by EI diversity and trust divergence in teams. The results from 129 project teams showed that the relationship of maximum EI with team OCB is mediated by intrateam trust and this relationship is stronger for lower levels of EI diversity and trust divergence than for higher levels of diversity and divergence. The findings advance our understanding of the role of EI in team settings. Our research has important implications for organizations attempting to develop the applied value of EI.

On the same page? A qualitative study of shared mental models in an interprofessional, inter-organizational team implementing goal-oriented care

ABSTRACT Goal-oriented care is an approach to care delivery that uses patient-identified goals to drive care planning. Implementing goal-oriented care requires team members to cognitively shift the focus from “what is the matter” to “what matters to patients,” and align their mental models of what it means to care for patients. Yet, no empirical studies of goal-oriented care apply evidence from the cognitive sciences, such as Shared Mental Model (SMM) theory. We conducted a qualitative case study of an interprofessional team that adopted goal-oriented care in Vermont, US (n = 18). Guided by SMM theory, we distinguished between task-related and team-related mental models. We used framework analysis and qualitative content analysis to determine mental model content and similarity. The most shared content areas were operationalizing goal-oriented care, engaging in formal and informal communication, taking a “whole-person” approach, taking a team approach, and building trusting relationships with patients and with other team members. Trust was the only construct that spanned both task and team mental model categories, highlighting the importance of both intra-team trust and provider-patient trust to the implementation of goal-oriented care. Team members developed SMMs through training, regular meetings, and interactions during care delivery. This study provides insight into the cognitive mechanisms that underlie team-based goal-oriented care delivery, which can be used to inform implementation, training content, and future research.

Team diversity, conflict, and trust: Evidence from the health sector.

The current study aims to determine the impact of diversity and intra-team trust on conflict within the health sector of Pakistan. This study also measures the moderating role of trust in the relationship between diversity and conflict among team members. Data was collected using personally administered questionnaires from 61 teams, including 377 respondents working in 4 public sector hospitals in Pakistan, which were selected using a simple random sampling technique. The results revealed that diversity (as a composite) positively influences task conflict, while its two components—surface-level diversity and deep-level diversity—are associated positively with task conflict. Moreover, the results also lead to an exciting finding that trust among team members could reduce the positive influence of diversity on team members’ conflict. The implications for theory and practitioners are presented along with the avenues for future research directions.

Impact of affective attitudes on team outcomes in small business contexts: Lessons from a simulation

ABSTRACT The study examines the impact of positive and negative emotions by individual members on team outcomes in a small business context. Using a simulation, the research conducts a survey of individual perceptions to examine team dynamics over a three-month period. Initial negative emotions on team tasks were found to lower intra-team trust, while positive emotions increased trust through team identification. Initial identification was associated with improved team outcomes. Through subsequent relationship conflict, increases in negative (positive) emotions lowers (raises) team cohesion and performance. For small businesses, the results suggest that leaders should address assigned tasks to help members mitigate initial negative emotions. Leaders should also monitor employee emotions as work progresses, given that affective attitudes continue to impact team outcomes. In addition, pairing employees with previous work experiences may help build team identification and so improve outcomes.

A Multilevel Intrateam Trust-Outcomes Relationship: The Mediating Role of Team Learning

Trust is one of the key factors in employee-employer relationships. Following recent recommendations for a multilevel perspective of trust, the current study investigates the role intrateam trust (trust within teams) plays in team processes as well as individual- and team-level work outcomes. Drawing from a data set of 282 team members, nested within 78 teams, and a multilevel design, I found support for the cross-level mediated effects of intrateam trust on outcomes (job satisfaction and job engagement) at both individual and team levels via team learning. I used the social exchange theory and the norm of reciprocity as theoretical frameworks to develop the hypothesized relationships. Overall, this study not only responds to calls for multilevel trust research and provides evidence to extend trust research, but also makes specific recommendations to practitioners to maximize the limited resources in managing teams and individuals.

Procedural Justice and Team Learning: Integrated Understanding Based on Social Exchange Theory

The learning that occurs in teams is seen as crucial for organizations to survive and thrive in dynamic environment. Although team procedural justice has been found to impact team learning behavior, it is not clear how and when it is able to do so. Intrateam trust and team leadership have been considered to be important antecedents likewise. However, these factors are examined independently of each other, causing the lack of coherent knowledge on existing work of team learning. In this study, we use social exchange theory to integrate insights across studies on procedural justice, intrateam trust, and leader-member exchange (LMX) differentiation. The time-lagged, survey-based findings reveal that the positive relationship between procedural justice and team learning is mediated by intrateam trust. Yet, this is only true when LMD differentiation is weak, not when it is strong. We therefore provide initial patterns of interaction and discrimination among key factors that are related to team learning in ways that contribute to both theory and practice.

Differentiated Effect of Power and Status Hierarchy on Intrateam Trust: A Social Network Perspective

Whether hierarchy is functional or dysfunctional to team outcomes has been subjected to substantial debate, with mixed evidence supporting both the bright and dark sides of hierarchy. Although much scholarly attention has been devoted to identifying “when” hierarchy is functional, this research specifies a separate but equally important question - “what” hierarchy is functional. Indeed, the failure to investigate the effects of different types of hierarchies has limited our understanding of how hierarchy affects team dynamics. To address this oversight, this research provides a refined examination of the consequences to hierarchy by distinguishing between power and status hierarchy and employing a social network approach to delineate an important team dynamic, intrateam trust. This social network perspective better captures the previously overlooked emergent process and structural patterns (i.e., density and centralization) of intrateam trust that result from hierarchy in teams. Drawing on prior research on the distinction between power and status, we predict that power hierarchy is positively related to the intrateam trust network density and negatively related to trust network centralization, while status hierarchy is negatively related to intrateam trust network density and centralization. The results from two studies, using different measures of power and status, and using both cross-sectional and longitudinal designs, partially supported our hypotheses. Taken together, these findings offer a potential resolution to conflicting findings about the effects of hierarchy on team outcomes.

Reconceptualization of Intra-Team Trust: Shared Origins of Trust Perceptions Within a Team

This paper argues that current conceptualization of team trust seems deficient due to the questionable assumptions of the construct. Unlike the assumptions underlying the team trust construct, trust perceptions that individual team members hold may not be shareable or generalizable. Rather, what can be generalized and shared and thus become a shared team-level property is existence (or non-existence) of team members’ trust in the team and the origins of trust perceptions existing within the team. Based on the clarified assumptions, team trust is redefined. And, as reconceptualization of team-level trust, novel forms of intra-team trust are proposed.

The Impact of Team-Member Exchange on the Intra-Team Knowledge Sharing: The Role of Intra-Team Trust and Psychological Ownership

In the globalising world, knowledge is accepted as the most important source of competition. Ownership and effective management of knowledge by the businesses are of great importance in terms of maintaining their existence. In this context, knowledge sharing by the employees with the organisation is of vital importance for the success of the businesses and it is also a moral responsibility. Significant responsibilities fall upon managers and team members with relation to share of knowledge owned by the employees. In this study, it has been aimed to measure the impact of team-member exchange on intra-team knowledge sharing process and to discover empirically the roles of intra-team trust and psychological ownership in such relation. In this line, data have been collected from 179 employees (29 teams) of an establishment operating in various sectors in Istanbul. According to the results of the research, team-member exchange has positive impact on intra-team knowledge sharing process. Moreover, intra-team trust and psychological ownership have positive impact on intra-team knowledge sharing and they have a moderating role in the relation between team-member exchange and intra-team knowledge sharing.

Teammate conscientiousness diversity depletes team cohesion: the mediating effect of intra-team trust and the moderating effect of team coaching

Teammate conscientiousness diversity depletes team cohesion: the mediating effect of intra-team trust and the moderating effect of team coaching

The Moderating Effect of Virtuality on Team Trust and Effectiveness

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.

Team monitoring useful or not useful?

The present study attempts to investigate the mediating role of team monitoring in intra-team trust and team effort relationship. Intra-team trust influences coordination between team members while team monitoring is a process to assess and evaluate team processes and performance. This research analyzes whether team monitoring influences trust-effort relationship in ongoing teams of organizations in Pakistan. A field survey approach was used to test the research hypothesis. Data were collected from a sample of 100 team members and supervisors of 20 ongoing teams in organizations of different sectors. In order to explain the association between variables, the model was tested using Structural Equation Modeling (SEM) using AMOS. The findings showed that hypothesized model fit reasonably well based on comparison fit indices. The results show that team monitoring has a significant influence on the relationship between intra-team trust and team effort for teams operational in chosen organizations. The study adds valuable insights to the existing literature on team dynamics by analyzing the aforementioned relationships in South Asian organizational context.

Selecting people based on person‐organisation fit: Implications for intrateam trust and team performance

AbstractTeamwork is widely adopted in organisations. Although much evidence indicates that using person‐organisation (P‐O) fit as a selection criterion benefits individual employees, little is known about how this practice influences team functioning. Drawing on the input‐mediator‐outcome model and the research on value congruence, this study built and tested a model that links P‐O fit in recruitment to work teams' performance. Based on data collected from team members, team leaders, human resources managers, and chief executive officers in 96 firms, we found that P‐O fit in recruitment had a positive relationship with team performance and that intrateam trust mediated the relationship between P‐O fit in recruitment and team performance. Further, this mediated relationship existed only when the organisation had a weak, rather than strong, respect‐for‐people culture. This study contributes to the P‐O fit and team literature and has practical implications for human resources practices and team management.

How Team Emotional Intelligence Connects to Task Performance: A Network Approach

Drawing on a social network analysis, we examined the role of social network structure (i.e., friendship network density) as a mediating factor linking team average emotional intelligence (EI) with team task performance and how this relationship is influenced by intrateam trust. The results from 97 teams (466 team members) working on student projects in a business university over a semester indicated that teams with higher average EI exhibit a higher density of friendship networks and better team task performance in contexts characterized by higher intrateam trust. The study increases our understanding of the mechanism through which EI at the team level may affect team performance and provides new insights into how team managers and members might enhance the effectiveness of project teams.

Curvilinear relationship between intra-team trust and team innovation: the moderating role of task complexity

PurposeThis paper aims to identify the relationship pattern between intra-team trust and team innovation and the influence of moderating variable task complexity on the relationship. It also describes why and how intra-team trust is a unique antecedent for team innovation, as too much or too less influence of the variable can have detrimental effects on team innovation.Design/methodology/approachThe paper uses survey research. The data were collected by distributing questionnaires to work teams. After the individual-level data were aggregated into team-level data, hierarchical linier regression was conducted to test the hypotheses.FindingsThe paper provides empirical findings that (1) intra-team trust and team innovation have a curvilinear relationship pattern, (2) task complexity does not influence curvilinear relationship (3) and the increase in task complexity improves the possibility of team innovation to occur.Research limitations/implicationsThe paper has two limitations. First, as intra-team trust was also represented by aggregated perception of team members’ trust for outside parties (not only members’ perception for their teams), the future research is expected to include the representation in the instrument. Second, recent research studies have shown that contextual factor of task interdependence, instead of task complexity, also had an effect on the relationship pattern between intra-team trust and team performance (i.e. team innovation). Therefore, for future researchers, it is suggested that the use of task interdependence would be an alternative moderating variable on the relationship between intra-team trust and team innovation.Practical implicationsThe paper discusses the strategy to enhance team innovation by revealing strategies to manage interplay among intra-team trust, team complexity and the desired team innovation.Originality/valueThe paper identifies the need to conduct empirical research on how an interplay among intra-team trust, task complexity and team innovation could be enabled.

The Effects of Intrateam and Interteam Trust on Organizational Outcomes: A Multilevel Study

In this study, we examine the individual and interactive effects of intrateam and interteam trust on organizational outcomes (at individual, team and organizational levels). We propose a cross-level mediation model in which the effects of intrateam and interteam trust are transmitted through team behavioral integration and team reflexivity. Drawing on a dataset of teams from a major bank, we found support for the cross-level mediated effects of intrateam trust on outcomes (job satisfaction and job engagement) at both individual and team levels via team reflexivity and team behavioral integration. Moreover, we found support for the positive direct effect of interteam trust on individual and unit-level performance. However, our results did not support the interactive effects of intrateam and interteam trust on organizational outcomes. We use the social exchange theory and the norm of reciprocity as theoretical frameworks to suggest the hypothesized relationships. Theoretical and practical implications are also discussed.

Transdisciplinary Technological Futures. An Ethnographic Research Dialogue between Social Scientists and Engineers

This paper suggests that transdisciplinarity is rising as a powerful epistemic strategy for research in technology-related fields such as engineering. Though this topic has been approached from a philosophical perspective, we know little about the actual shape that transdisciplinarity might take in research and action. How is transdisciplinarity operationalized in research and professional practice? As a case study, we report an assessment study of communication modes and content used by engineering students in a special project-course, Robotics for Theater, focused on the planning and construction of a robot from scratch, to support theatric production as actor and prop. Our assessment tools were based on ethnographic research and included questionnaires, journals, and students’ expressions of their views on the communication and learning processes. Analysis of the case study of the Robotics for Theater project revealed that: 1. Resource mobilization was fostered by the role of the advisor as information facilitator and “weak tie” in the network, and also by the frequent informal contacts among the students in the team. 2. Innovation was fostered by intra-team trust. The strong friendship and teaming experience of the group were critical for effective team dynamics. 3. Probably due to time constraints, the field of theater did not become a fundamental reference of the project, contrary to plans. 4. Time constraints and technical difficulties in implementation inhibited progress. 5. Informal meetings were crucial in the progression of design and implementation.

Trust and team performance: A meta-analysis of main effects, moderators, and covariates.

Cumulating evidence from 112 independent studies (N = 7,763 teams), we meta-analytically examine the fundamental questions of whether intrateam trust is positively related to team performance, and the conditions under which it is particularly important. We address these questions by analyzing the overall trust-performance relationship, assessing the robustness of this relationship by controlling for other relevant predictors and covariates, and examining how the strength of this relationship varies as a function of several moderating factors. Our findings confirm that intrateam trust is positively related to team performance, and has an above-average impact (ρ = .30). The covariate analyses show that this relationship holds after controlling for team trust in leader and past team performance, and across dimensions of trust (i.e., cognitive and affective). The moderator analyses indicate that the trust-performance relationship is contingent upon the level of task interdependence, authority differentiation, and skill differentiation in teams. Finally, we conducted preliminary analyses on several emerging issues in the literature regarding the conceptualization and measurement of trust and team performance (i.e., referent of intrateam trust, dimension of performance, performance objectivity). Together, our findings contribute to the literature by helping to (a) integrate the field of intrateam trust research, (b) resolve mixed findings regarding the trust-performance relationship, (c) overcome scholarly skepticism regarding the main effect of trust on team performance, and (d) identify the conditions under which trust is most important for team performance. (PsycINFO Database Record