TRUST IN VIRTUAL TEAMS OF THE CONSTRUCTION INDUSTRY: BARRIERS, FACTORS AND STRATEGIES

Abstract

Technological developments in Information and Communication Technologies (ICTs) and increasingly globalized work processes as well as the restrictions during the COVID-19 pandemic have pushed for the implementation of new forms of work operations known as virtual teams. Virtual teams constitute of organizationally or geographically dispersed members who utilize ICTs to collaborate across space, time and organizations, which brings the best combination of functional expertise globally and improves organizational performance. In virtual project teams of the construction sector, trust is an essential element that impacts virtual team performance and effective virtual team management. Virtual teams have also created a new backdrop for leadership, in which certain characteristics of virtual leaders enable them to create effective virtual teams amidst settings that are characterized by the lack of trust. Trust and leadership are the most critical issues faced by virtual teams in construction projects. Hence, this study will examine the factors for leaders to build trust in virtual teams, assess the barriers hindering trust development and investigate trust building strategies in virtual teams of the construction sector. These factors, barriers, and strategies to trust development in virtual construction teams will also be examined among local industry professionals of varying designations, organization’s types, and team’s types.

To achieve these objectives, 16 barriers, 14 factors and 15 strategies extracted from literature review and pilot interviews have been included in the survey questionnaire sent out to industry professionals for data collection. Data from 52 respondents were analyzed to understand the differences in significance of barriers, factors and strategies to trust development in virtual teams. Post interviews with industry professionals have rendered further insights into survey results.

The results of this study establish that the top three factors in virtual teams are Leaders Establish Trust when They Communicate Clear, Accurate and Timely Delivery of Direction and Information with Means or Resources to Achieve (B3), followed by Leader’s Transparency in Openly Disclosing Appropriate Information and Rationale behind Team Decision Making, and Displaying Alignment between Words and Actions or Outcomes (B5), which is tied in rank with Leader’s Perceived Interactive Justice by Communicating and Treating Team Members with Respect (B8). Meanwhile in traditional teams, (B8) is the top barrier followed by (B3) and lastly, Leader’s Idealized Influence by Being Exemplary Role Models of Important Values and Communicating a Shared Sense of Purpose (B9).

The top three barriers in virtual teams are Members Feel Detached from the Team (A12), followed by Limited Knowledge of Individual Members’ Work Progress Can Lead to Misalignment with Team Goals, Delayed Progress and Overlapping Work (A5), and lastly the Lack of Opportunities for Informal and Social Interactions (A2). Meanwhile in traditional teams, the top three barriers are Members Lack Honesty or Their Actions do not Match Their Words (A14), Members Lack Respect and Consideration for Each Other’s Feelings (A15), and lastly (A5).

The top three strategies in virtual teams are Leaders Set Clear Team Goals, Objectives and Key Results Agreed by Team (C12), followed by Leaders Facilitate Team Culture (C15) and lastly, Leader Establishes Communication Standards Early to Ensure Consistent Team Communication, Work Progress Updates and Feedback (C4). Similarly in traditional teams, top three strategies are (C12) tied in rank as (C15), followed by (C4) tied in rank as Leaders Set Guidelines for Best Practices, Develop Templates for Progress Reports and to Update Project Changes (C14).