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- Publisher Website: 10.1007/s10726-014-9410-x
- Scopus: eid_2-s2.0-85027943459
- WOS: WOS:000355926600010
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Article: Is Trust Always Better than Distrust? The Potential Value of Distrust in Newer Virtual Teams Engaged in Short-Term Decision-Making
Title | Is Trust Always Better than Distrust? The Potential Value of Distrust in Newer Virtual Teams Engaged in Short-Term Decision-Making |
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Authors | |
Keywords | Decision making Decision quality Distrust Team performance Trust Virtual teams |
Issue Date | 2015 |
Citation | Group Decision and Negotiation, 2015, v. 24, n. 4, p. 723-752 How to Cite? |
Abstract | © 2014, Springer Science+Business Media Dordrecht.The debate on the benefits of trust or distrust in groups has generated a substantial amount of research that points to the positive aspects of trust in groups, and generally characterizes distrust as a negative group phenomenon. Therefore, many researchers and practitioners assume that trust is inherently good and distrust is inherently bad. However, recent counterintuitive evidence obtained from face-to-face (FtF) groups indicates that the opposite might be true; trust can prove detrimental, and distrust instrumental, to decision-making in groups. By extending this argument to virtual teams (VTs), we examined the value of distrust for VTs completing routine and non-routine decision tasks, and showed that the benefits of distrust can extend to short-term VTs. Specifically, VTs seeded with distrust significantly outperformed all control groups in a non-routine decision-making task. In addition, we present quantitative evidence to show that the decision task itself can significantly affect the overall levels of trust/distrust within VTs. In addition to its practical and research implications, the theoretical contribution of our study is that it extends to a group level, and then to a VT setting, a theory of distrust previously tested in the psychology literature in the context of completing non-routine and routine decision tasks at an individual level. |
Persistent Identifier | http://hdl.handle.net/10722/233847 |
ISSN | 2023 Impact Factor: 3.6 2023 SCImago Journal Rankings: 0.656 |
ISI Accession Number ID |
DC Field | Value | Language |
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dc.contributor.author | Lowry, Paul Benjamin | - |
dc.contributor.author | Schuetzler, Ryan M. | - |
dc.contributor.author | Giboney, Justin Scott | - |
dc.contributor.author | Gregory, Thomas A. | - |
dc.date.accessioned | 2016-09-27T07:21:48Z | - |
dc.date.available | 2016-09-27T07:21:48Z | - |
dc.date.issued | 2015 | - |
dc.identifier.citation | Group Decision and Negotiation, 2015, v. 24, n. 4, p. 723-752 | - |
dc.identifier.issn | 0926-2644 | - |
dc.identifier.uri | http://hdl.handle.net/10722/233847 | - |
dc.description.abstract | © 2014, Springer Science+Business Media Dordrecht.The debate on the benefits of trust or distrust in groups has generated a substantial amount of research that points to the positive aspects of trust in groups, and generally characterizes distrust as a negative group phenomenon. Therefore, many researchers and practitioners assume that trust is inherently good and distrust is inherently bad. However, recent counterintuitive evidence obtained from face-to-face (FtF) groups indicates that the opposite might be true; trust can prove detrimental, and distrust instrumental, to decision-making in groups. By extending this argument to virtual teams (VTs), we examined the value of distrust for VTs completing routine and non-routine decision tasks, and showed that the benefits of distrust can extend to short-term VTs. Specifically, VTs seeded with distrust significantly outperformed all control groups in a non-routine decision-making task. In addition, we present quantitative evidence to show that the decision task itself can significantly affect the overall levels of trust/distrust within VTs. In addition to its practical and research implications, the theoretical contribution of our study is that it extends to a group level, and then to a VT setting, a theory of distrust previously tested in the psychology literature in the context of completing non-routine and routine decision tasks at an individual level. | - |
dc.language | eng | - |
dc.relation.ispartof | Group Decision and Negotiation | - |
dc.subject | Decision making | - |
dc.subject | Decision quality | - |
dc.subject | Distrust | - |
dc.subject | Team performance | - |
dc.subject | Trust | - |
dc.subject | Virtual teams | - |
dc.title | Is Trust Always Better than Distrust? The Potential Value of Distrust in Newer Virtual Teams Engaged in Short-Term Decision-Making | - |
dc.type | Article | - |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1007/s10726-014-9410-x | - |
dc.identifier.scopus | eid_2-s2.0-85027943459 | - |
dc.identifier.volume | 24 | - |
dc.identifier.issue | 4 | - |
dc.identifier.spage | 723 | - |
dc.identifier.epage | 752 | - |
dc.identifier.eissn | 1572-9907 | - |
dc.identifier.isi | WOS:000355926600010 | - |
dc.identifier.issnl | 0926-2644 | - |