A Review of Related Literature on the Role of Trust in Global Virtual Teams

In this era, technology plays an important role in people's daily life. Regardless of whether you use a mobile phone or a computer, technology is important for work and school communication. Communication is the key to company success as various international organizations open branches all over the world. Now a virtual team is born. A virtual team is a group of people who communicate with other virtual teams around the world via the Internet, whether via Skype, e-mail, etc.

The virtual team can be a global team, the global team resembles a virtual team, and some of the team will be overseas. Information sharing plays an integral part in team success and it is best to rotate in different countries (regardless of technology use or work application) to minimize the impact of loss of information sharing One way. A member or a member of a global team or a virtual team. When part of the team is in a different place, in most cases it is difficult to distinguish the goals of the team, as the culture of that country will hinder the idea of ​​resources. Its culture and system. Teams can have rotation positions and team members can come to the site to understand the processes and applications and return to their country to transfer the knowledge gained at that site.

Establishing trust with virtual team settings has many difficulties, but in the early stages of setting up virtual teams you will find a high level of trust between virtual team members. The high initial confidence shown on the virtual team is known as the form of trust given by "quick" trust, or "advance" (Robert Jr., Dennis, & Hung, 2009, page 244). Specifically, with rapid trust, administrators can manage risks, vulnerabilities, allegations, and other situations where trust does not exist (Robert Jr., Dennis, and Hung, 2009). Fast trust means that members without experience will soon establish mutual trust relationships. More specifically, "Quick trust assumes that there is a clear role sharing among members with distinctive characteristics" (Jarvenpaa & Leidner, 1999, p. 794). However, fast trust is very vulnerable and temporary, as most members often find large differences in diversity and differences in other team members.