Relationship Between Organizational Trust, Communication, and Team Performance Within Virtual Teams
Date of Conferral
Doctor of Business Administration (D.B.A.)
Virtual teams have become a cost-saving strategy for global collaboration and training, but trust and communication failures decrease overall performance. Business leaders who fail to understand the relationship between organizational trust, communication, and team performance undermine global virtual teams’ full potential. Grounded in the life cycle of virtual teams’ theory, the purpose of this quantitative correlational study was to examine the relationship between organizational trust, communication, and team performance within virtual teams in the information technology (IT) industry. Data were collected from survey responses of 48 virtual IT business leaders who work in the Washington, D.C. metro area. The results of the multiple linear regression analysis indicated the model was statistically significant in predicting the relationship between organizational trust, communication, and virtual team performance, F(2, 45) = 10796.37, p < .001, R2 = .998. Both predictors provided a significant contribution to the model, with organizational trust (t = 74.218, p < .001, β = .703) providing a higher contribution to the model than communication (t = 39.319, p < .001, β = .372). A key recommendation for high virtual team performance is for business leaders to create a thorough foundation of organizational trust with a succinct communication strategy during the initial stages of team development and training. The implications for positive social change include the potential for business leaders to understand how to use organizational trust, communication, and team performance metrics within virtual teams to create opportunities for their families and communities.
Session, Cornelius Thomas, "Relationship Between Organizational Trust, Communication, and Team Performance Within Virtual Teams" (2021). Walden Dissertations and Doctoral Studies. 10368.