Journal of Organization and Human Behaviour

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Interpersonal Trust and Team Performance: A Quantitative Study


Affiliations
1 Department of Psychology, Bhim Rao Ambedkar College, University of Delhi, New Delhi, India
     

   Subscribe/Renew Journal


The relationship between two variables in a team - interpersonal trust and team performance - was examined. Working teams (N-26) comprising 181 persons (84 female, 97 male) of several organisations participated in this study. It was predicted that higher level of interpersonal trust among team members will lead to high team performance while lower interpersonal trust will lead a team to poor team performance resulting in a positive correlation between the given two variables. Pearson product-moment correlation (Pearson's r) method was used. Interpersonal trust among team members had a significant positive effect on overall team performance. This study suggested that working teams in organisations can achieve their goal more easily if team members are high in interpersonal trust compared to teams who lack it.

Keywords

Teams, Interpersonal Trust, Team Performance, Team Dynamics.
Subscription Login to verify subscription
User
Notifications
Font Size

  • Austin, J.R. (2003). Transactive memory in organizational groups: The effects of content, consensus, specialization, and accuracy on group performance. Journal of Applied Psychology, 88, 866-878.

  • Blois, K. (1998). A trust interpretation of business to business relationships: A case-based discussion. Management Decision, 35(5), 302-308.

  • Chartier, M. R. (1991). Trust orientation profile. In J. W. Pfeiffer (Ed.), The 1991 Annual: Developing Human Resources (pp. 135-148). San Diego: University Associates, Inc.

  • Chen, G., & Klimoski, R. J. (2003). The impact of expectations on newcomer in teams in as mediated by work characteristics, social exchanges, and empowerment. Academy of Management Journal, 46, 591-607.

  • Chen, P. C., Chen, C. Y., & Chern, C. C. (2012). Software project team characteristics and team performance: Team motivation as a moderator. 19 Asia-Pacific Software Engineer Conference (APSEC), ASIA, 1, 565-570. doi: 10.1109/APSEC.2012.152

  • Cong, Q., & Chau, P. Y. K. (2007). Does interpersonal trust also matter? exploring the role of trust in successful IT outsourcing, 40th Annual Hawaii International Conference On System Sciences (HICSS), USA, 239b. doi: 10.1109/HICSS.2007.183

  • Corbitt, G., Gardiner, L. R., & Wright, L. K. (2004). A comparison of team developmental stages: trust and performance for virtual versus face-to-face teams. Proceedings of The 37th Annual Hawaii International Conference On System Sciences (HICSS), USA. doi: 10.1109/ HICSS.2004.1265157

  • Erdem, F., Ozen, J., & Atsan, N. (2003). The relationship between trust and team performance. Work Study, 52(2), 337-340.

  • Hassan, M., Toylan, N.V., Semercioz, F., & Aksel I. (2012).Interpersonal trust and its role in organizations. International Business Research, 5(8). doi:10.5539/ibr. v5n8p33

  • Mohammed, S., & Nadkarni, S. (2011). Temporal diversity and team performance: the moderating role of team temporal leadership. Academy of Management Journal, 54(3), 489-508.

  • Mohammed, S., & Nadkarni, S. (2014). Are we all on the same temporal page? the moderating effects of temporal team cognition on the polychronicity diversity - team performance relationship. E-copy of The Journal of Applied Psychology. Retrieved from http://http://www.ncbi.nlm.nih.gov/pubmed/24490966

  • Owen, H. (1996). Building teams on a display of trust. People Management, 2(6), 34-37.

  • Parker, G.M.(1996). Team players and teamwork. San Francisco: Jossey-Bass.

  • Paul, D. L., & McDaniel Jr, R. R. (2004). A field study of the effect of interpersonal trust on virtual collaborative relationship performance. MIS Quarterly, 28(2), 183-227.

  • Riedl, B. C., Gallenkamp, J. V., & Picot, A. (2013). The moderating role of virtuality on trust in leaders and the consequences on performance. 46th Hawaii International Conference On System Sciences (HICSS), USA, 373-385. doi:10.1109/HICSS.2013.644

  • Wang, Y., Liang, P., & Chen, J. (2010). An empirical study on interaction among interpersonal trust, knowledge sharing and team performance. International Conference on Future Information Technology and Management Engineering. http://dx.doi.org/10.1109/FITME.2010.5654860

  • Ying, M. (2010). CSR effecton human resource management: trust as a mediator, IEEE International Conference on Advanced Management Science (ICAMS), China, 1, 191-194. doi:10.1109/ICAMS.2010.5553058


Abstract Views: 480

PDF Views: 4




  • Interpersonal Trust and Team Performance: A Quantitative Study

Abstract Views: 480  |  PDF Views: 4

Authors

Virendra S. Nirwan
Department of Psychology, Bhim Rao Ambedkar College, University of Delhi, New Delhi, India

Abstract


The relationship between two variables in a team - interpersonal trust and team performance - was examined. Working teams (N-26) comprising 181 persons (84 female, 97 male) of several organisations participated in this study. It was predicted that higher level of interpersonal trust among team members will lead to high team performance while lower interpersonal trust will lead a team to poor team performance resulting in a positive correlation between the given two variables. Pearson product-moment correlation (Pearson's r) method was used. Interpersonal trust among team members had a significant positive effect on overall team performance. This study suggested that working teams in organisations can achieve their goal more easily if team members are high in interpersonal trust compared to teams who lack it.

Keywords


Teams, Interpersonal Trust, Team Performance, Team Dynamics.

References