Trust and Leadership in Virtual Teams

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Author(s): Kristi M. Lewis Tyran (Western Washington University, USA), Craig K. Tyran (Western Washington University, USA)and Morgan Shepherd (University of Colorado, USA)
Copyright: 2007
Pages: 2
Source title: Managing Worldwide Operations and Communications with Information Technology
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-929-8.ch336
ISBN13: 9781599049298
EISBN13: 9781466665378

Keywords: Information Science Reference / IT Research & Theory / IT Research and Theory / Library & Information Science

Abstract

Team activity has long been a core aspect of organizational life. Traditional teams have interacted in a face-to-face setting. However, due to globalization and advances in technology, it is no longer necessary for team members to be located in the same place and meet at the same time in order to perform at a high level. Instead, it is possible for “virtual teams” of people supported by electronic collaboration technologies to meet in a distributed setting and collaborate across distance, time and organizational boundaries (Lipnack & Stamps, 1997). Due to the operational and competitive advantages associated with using virtual teams, the virtual team approach is rapidly being adopted in organizations. For example, high technology companies and consulting firms have relied on virtual teams for several years to reduce costs, reduce project time, and enhance decision making and communication (Duarte & Snyder, 1999; Townsend, DeMarie & Hendrickson, 1998).

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