Personality influences trust differently in virtual and face-to-face teams Online publication date: Sun, 30-Nov-2008
by Kimberly Furumo, Emmeline de Pillis, David Green
International Journal of Human Resources Development and Management (IJHRDM), Vol. 9, No. 1, 2009
Abstract: Trust is important in teams because the transaction costs in teams are lower when trust is high. The individuals who trust each other feel less compelled to monitor or double-check the work completed by others. In this study, we examine the impact of individual personality dimensions on trust for individuals working in virtual and face-to-face teams. We randomly assigned participants to either a virtual or face-to-face team to complete a project. As expected, higher levels of trust were associated with higher levels of satisfaction. In addition, personality traits predicted trust levels. The effect of personality on trust and of trust on satisfaction is stronger in virtual teams. In order to maximise the trust levels, virtual teams should be comprised of members who are high in agreeableness, conscientiousness and extraversion, while in face-to-face teams, extraverted individuals seem to report higher levels of trust.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Human Resources Development and Management (IJHRDM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook