Strategies for Developing Trust in Virtual Project Teams

Abstract

Organizational leaders often fail to use the trust building strategies necessary for the successful implementation of virtual project teams (VPTs). Grounded in Meyerson et al.’s swift trust theory, the purpose of this qualitative single case study was to explore strategies project team leaders (PTLs) and project management office leaders in charitable nonprofit organizations leverage to effectively develop trust in VPTs. The participants were six PTLs and project management office leaders from a charitable nonprofit organization in the Washington, DC metropolitan area. Data were collected through semi structured interviews and a review of the organizational documentation. Data analysis occurred through a thematic approach. The major themes emerging from the study were trust, leadership, communication, and technology. A key recommendation is for leaders to create an environment conducive to effective communication and the right technology to facilitate the collaboration and work efforts of the team. The implications for positive social change include the potential for nonprofit organizations to effectively utilize VPTs in support of humanitarian and disaster relief projects for the benefit of people and communities around the world.