ABSTRACT
Exploring the practices developed by remote teams to maintain trust across cultures, this book offers both theoretical and practical resources to enable better working in challenging contexts of project work. This book emphasizes building trust between team members from a practice perspective, meaning patterns of collective, shared activities that are produced and reproduced within the virtual team with the purpose of developing team trust.
The author explores the trust practices that members of remote project teams use to describe their relationships and interactions. Team trust practices are powerful organizational tools for members of remote cross-cultural teams, influencing team decision-making and facilitating team effectiveness. This book offers extensive descriptions of team practices that build and maintain trust in virtual teams in two different cultures: Germany and Singapore. This is a unique contribution as it offers case studies from project teams that were observed and interviewed during their work and provides readers an in-depth, contextual analysis of the trust practices that virtual project teams develop, which previous research has overlooked.
This book will appeal to researchers and graduate students in MBA programs studying project management, human resource management, and strategic leadership. This book is also of direct interest to many practitioners, particularly management consultants and project managers of virtual, cross-cultural, and interdisciplinary project teams.
