Personality influences trust differently in virtual and face-to-face teams

Kimberly Furumo, Emmeline de Pillis and David Green

International Journal of Human Resources Development and Management, 2009, vol. 9, issue 1, 36-58

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.

Keywords: virtual teams; big five; personality traits; trust; satisfaction; transaction costs; teamwork. (search for similar items in EconPapers)
Date: 2009
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Citations: View citations in EconPapers (3)

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