팀신뢰 연구의 현황 및 이슈 정립과 향후 연구방안에 대한 제언|RISS 상세보기

다국어 초록 (Multilingual Abstract)

Although the importance of trust has long been recognized by social scientists, the studies on trust flourished only after 1990s in the organizational research. Not surprisingly, there are some reasons why trust had not been a main topic of organizational research until the 1990s. On the one hand, as the hierarchy of an organization was more flattened, the organization reasonably needed to substitute something for the hierarchy system as an organizational control and it started to focus on trust. On the other hand, as more organizations adopt a team-based structure, they realized the need for trust among team members for team effectiveness. In the line of reasoning, trust can be viewed as two following perspectives: trust as a substitute for hierarchy-based control and trust for team effectiveness. Considered the recent review studies on trust, such as Dirks & Ferrin (2001), Dirks & Ferrin (2002), Colquitt et al. (2007), and Burke et al. (2007), most of the studies on trust were conducted in terms of the former perspective: trust as a substitute for the hierarchybased organizational control. In contrast, the latter perspective has been shed little light on. Specifically, even though there were theoretically or practically implicit agreements that trust should be something indispensible for team effectiveness, research on trust has never been extended to trust for enhancement of team effectiveness (hereafter, team trust), and thus the concept of trust has never been fully developed. For the reasons, the research on team trust starts at the point, where research on trust and research on team are overlapped each other, not only for the development of two fields but also for the establishment of team trust as a new academic field. To the end, - to conceptualize a new term, team trust, on the balanced consideration of trust research and team research - we investigated and reviewed the trust-related studies conducted in team context in the following manners. First, we investigated what types of team trust are related to team effectiveness. Reviewing all of the trust-related studies, we classified team trust in terms of two dimensions: level (which is either individual- or team-level) and trust direction (which is either vertical or horizontal trust). Second, we analyzed how team trust functions in Input-Mediator-Outcome (IMO) model, one of team effectiveness models, classified all of the antecedents and the consequences of team trust, and found that team trust might function as an emergent state in the IMO model. After investigations and reviews, we finally concluded that team trust could be considered to be team members’ shared trust to each other, not individual team member’s trust, and that team trust might have effects on team effectiveness and function as an emergent state in the IMO model. We also found two important limitations of the existing studies on team trust. First, although there were several types of trust relationships in a team in terms of the level analysis, the existing studies have mainly investigated only one type and not cared about the difference among them. Second, even though impersonal as well as personal trust could be considered for the conceptualization of team trust, the existing concept of trust has been restricted only to personal trust. On the basis of investigations and findings, we finally proposed team trust as a multi-dimensional construct. Since teams in an organization can be viewed as not only the groups composed of team members but also the sub-systems of the organization, we could newly conceptualize team trust as a multi-dimensional construct and definitely define team trust as trust to team entity which includes both personal and impersonal facets. Moreover, for the model elaboration, we divided the facets of teams into two sub-categories. For the personal facet of team, we divided it into trust in team leader and trust in coworkers, focusing on the difference between leaders’ and members

번역하기

참고문헌 (Reference)

1 Costa, A. C., "Work team trust and effectiveness" 32 : 605-622, 2003

2 Chen, Y., "When is it ? 'A pleasure to do business with you?' The effects of relative status, outcome favorability, and procedural fairness" 92 : 1-, 2003

3 Cohen, S. G., "What make team work: Group effectiveness research from the shop floor to the executive suite" 23 : 239-290, 1997

4 Locke, E. A., "What is job satisfaction?" 4 : 309-336, 1969

5 Krebs, S. A., "Virtual teams and group member dissimilarity" 37 : 721-741, 2006

6 Costa, A. C., "Understanding the nature and the antecedents of trust within work teams. in: The trust process in organizations:Empirical studies of the determinants and the process of trust development" Edward Elgar 105-124, 2003

7 Sparrowe, R. T., "Two routes to influence: Integrating leadermember exchange and network perspectives" 50 : 505-535, 2005

8 Hosmer, L. T., "Trust: The connecting link between organizational theory and philosophical ethics" 20 : 379-403, 1995

9 Kiffin-Petersen, S. A., "Trust: A neglected variable in team effectiveness research" 10 : 38-53, 2004

10 Colquitt, J. A., "Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance" 92 : 909-927, 2007