The role of swift trust in virtual teams and implications for Human Resource Development

M.L. Germain, D. McGuire

    Research output: Contribution to journalArticlepeer-review

    47 Citations (Scopus)


    The Problem: The combination of flatter organizational structures, globalization, cost-saving initiatives, and the increased emphasis on knowledge sharing has been a contributor to the use of virtual teams in U.S. organizations. The Solution: To perform efficiently in a virtual environment, team members must develop swift trust, which does not come inherently with team membership. Understanding the individual, team, organizational, and technological barriers affecting the development of swift trust is critical to an appreciation of how such barriers can be overcome.
    The Stakeholders: In this article, we indicate how virtual human resource development (VHRD) can assist virtual teams, managers, and HR professionals overcome swift trust development barriers. The intended audience for this article includes HRD scholars, scholar-practitioners, practitioners, and students interested in understanding how trust is fostered in virtual teams and how HRD practitioners can make a valuable contribution to the effectiveness of virtual teams.
    Original languageEnglish
    Pages (from-to)356-370
    Number of pages15
    JournalAdvances in Developing Human Resources
    Issue number3
    Publication statusPublished - Aug 2014


    • swift trust, virtual teams, human resource development


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