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Thursday 12 January 2012

When Do We Really Need Interpersonal Trust in Globally Dispersed New Product Development Teams? by Miriam Muethel, Frank Siebdrat, Martin Hoegl :: SSRN


Miriam Muethel


affiliation not provided to SSRN

Frank Siebdrat


affiliation not provided to SSRN

Martin Hoegl


WHU Otto Beisheim Graduate School of Management - Chair of Leadership and Human Resource Management




Abstract:
Interpersonal trust refers to the willingness to make oneself vulnerable to the actions of another party. Trust is generally acknowledged as fostering knowledge exchange and thus contributing to new product development (NPD) team effectiveness. However, the conditions under which NPD teams come to rely more heavily on trust to facilitate effectiveness remain unclear. With burgeoning global collaboration on new product development, we analyze how the characteristics of global NPD teams, i.e., geographic dispersion, computer‐mediated communication (e.g., e‐mail, video‐conferencing), team membership flexibility, and national diversity moderate the trust–effectiveness relationship. Our results show that trust is more important under the condition of geographic dispersion, computer‐mediated communication, and national diversity. By specifying when trust influences NPD team effectiveness in globally dispersed teams, we discuss the theoretical implications and provide recommendations for management.

Accepted Paper Series


When Do We Really Need Interpersonal Trust in Globally Dispersed New Product Development Teams? by Miriam Muethel, Frank Siebdrat, Martin Hoegl :: SSRN

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