1、 1 外文翻译 原文 1 An Empirical Investigation of how Trust, Cohesion, and Performance Vary in Virtual and Face-to-Face Teams Abstract As technology improves, more teams are meeting virtually. In this study, we analyze how individual levels of trust, cohesion, output, outcome satisfaction, and process sati
2、sfaction differ in virtual and face-to-face teams completing different tasks. A controlled experiment in which business students were randomly assigned to either a virtual or face-to-face team, completing either an intellective or a preference task, was completed. Comparisons of the four task/techno
3、logy conditions showed that virtual team members reported lower levels of trust, cohesion, outcome satisfaction, and process satisfaction. However, their output was essentially the same as individual working in face-to-face teams.No significant differences were found between the teams completing the
4、 intellective or preference tasks. . 2. Literature Review While teams are most often referred to as virtual or F-2-F, in reality most teams are some hybrid or mix of the two. Purely virtual teams would meet only through technology and purely F-2-F teams would meet only in person, having no contact v
5、ia technology. Purely virtual teams are more difficult to work in because of the lack of media richness or nonverbal cues.Communication takes longer and members may be more reluctant to share information. This may lead to misunderstood communications, increased conflict, and lower cohesion. Studies
6、have also shown that trust is an important requirement in virtual teams since individuals cannot be monitored as closely in this setting . 2.1 Team Performance Team performance has been defined by most researchers in terms of the output produced by the group. In the literature various measures of ou
7、tput including items such as budget overruns and unmet schedules, product or service quality , and customer satisfaction. Other researchers have KY 学院学生团队信任与团队绩效的关系研究 2 included measures of member satisfaction and ability of the group to work together in the future. Aladwani, who studied information
8、 systems (IS) project management teams, measured performance in terms of three variables: task outcomes such as effectiveness and efficiency, psychological outcomes such as team member satisfaction, and organizational outcomes related to whether the completed IS product added value to business opera
9、tions. Research related specifically to virtual teams has utilized similar measures of team performance. Quality of output, defined as the degree to which the output meets required specifications, quantity and timeliness standards, has been used as a measure of the virtual teams performance by many
10、researchers as has team members perceptions of satisfaction . Previous studies have identified the difficulties of working in virtual teams. The lack of media richness in computer mediated communications leads to confusion, misunderstanding, and decreased trust . Lack of trust, in turn, increases tr
11、ansaction costs because members feel the need to double check the work performed by others . Increased transaction costs may increase the time needed to complete a project, leading to reduced project quality and satisfaction. The following hypotheses reflect these ideas. . 2.3 Trust The level of tru
12、st in a virtual team is thought to be a necessary component of positive group interaction. Trust is the belief in anothers integrity, fairness, and reliability. Teams with higher levels of trust coalesce or come together more easily and manage themselves better. It has been suggested that trust is m
13、ore difficult to build in virtual teams because of the lack of face-to-face interaction . Meeting team members in person allows individuals to learn about the demeanor and affect of others. For instance, an individual communicating virtually may misinterpret a message from a team member who has a sa
14、rcastic sense of humor when the same message would be brushed off by a member meeting in a face-to-face setting. Jarvenpaa and Leidner performed a series of case studies on groups of graduate business students from 28 different universities worldwide. They found that trust can exist in teams that ut
15、ilize only electronic communications. Global virtual teams may experience a form of “swift trust” but this is often fragile and short-lived. Previous research thus suggests that the following hypothesis can be developed. 3 Hypothesis 2b: Individuals will report lower levels of trust when working in virtual teams. . Author:Pearson J. Michael Nationality: USA Originate from: Proceedings of the Annual Hawaii International Conference on System Sciences, v 1, p 26c, 2006, Proceedings of the 39th Annual Hawaii International Conference on System Sciences, HICSS06 译文 1：
