學生團隊信任與團隊績效的關(guān)系研究外文翻譯-其他專業(yè)-全文預覽
【正文】 sfaction and ability of the group to work together in the future. Aladwani, who studied information systems (IS) project management teams, measured performance in terms of three variables: task outes such as effectiveness and efficiency, psychological outes such as team member satisfaction, and anizational outes related to whether the pleted IS product added value to business operations. Research related specifically to virtual teams has utilized similar measures of team performance. Quality of output, defined as the degree to which the output meets required specifications, quantity and timeliness standards, has been used as a measure of the virtual team’s performance by many researchers as has team members’ perceptions of satisfaction . Previous studies have identified the difficulties of working in virtual teams. The lack of media richness in puter mediated munications leads to confusion, misunderstanding, and decreased trust . Lack of trust, in turn, increases transaction costs because members feel the need to double check the work performed by others . Increased transaction costs may increase the time needed to plete a project, leading to reduced project quality and satisfaction. The following hypotheses reflect these ideas. ...... Trust The level of trust in a virtual team is thought to be a necessary ponent of positive group interaction. Trust is the belief in another’s integrity, fairness, and reliability. Teams with higher levels of trust coalesce or e together more easily and manage themselves better. It has been suggested that trust is more difficult to build in virtual teams because of the lack of facetoface interaction . Meeting team members in person allows individuals to learn about the demeanor and affect of others. For instance, an individual municating virtually may misinterpret a message from a team member who has a sarcastic sense of humor when the same message would be brushed off by a member meeting in a facetoface setting. Jarvenpaa and Leidner performed a series of case studies on groups of graduate business students from 28 different universities worldwide. They found that trust can exist in teams that utilize only electronic munications. Global virtual teams may experience a form of “swift trust” but this is often fragile and shortlived. Previous research thus suggests that the following hypothesis can be developed. 3 Hypothesis 2b: Individuals will report lower levels of trust when working in virtual teams. ...... Author:Pearson J. Michael Nation
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