Trust building in virtual R&D teams

Traditionally, trust is assumed to be developed gradually through personal interaction. Lacking the traditional sources of trust, people in Virtual R&D teams are expected to demonstrate low levels of trusting behaviors, yet studies have found the existence of high levels of trust during Such interactions. The paper focuses on the trust building in virtual R&D teams. It begins with a review of the theory of trust, followed by dynamics of trust in virtual R&D teams and tactics to build trust in a virtual R&D environment. At early stage of virtual cooperation, Presumptive swift trust based oil role expectation and calculation of cost and benefit call be established, which may be high but is fragile. With collaboration and Communication going oil, the level of cognition- and affection-based trust may increase or decrease depending oil the behavior of team members and leaders. Cognition-based trust dominates the operation process in contrast to affection-based trust. Virtual R&D team, which is project-oriented and with short life cycle, requires swift trust building as soon as possible for effective operation of the team. Swift trust of early stage is fragile to deterioration, so team leaders should focus on the maintenance and the development of both coonition-based (CBT) and affection-based trust (ABT) in virtual teams. The following tactics call be taken to build trust: (1) Effective communication; (2) promoting the understanding of shared goals; (3) to be initiative; (4) leaders' role; (5) early peripheral environment and social network construction.