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AbstractGiven that AI is becoming an increasingly active participant in work teams, this study explores how team trust emerges in human–AI teams compared to human–human teams. Adopting a multi‐level approach, we conducted two experimental studies (NStudy1 = 247 two‐member teams and NStudy2 = 106 three‐member teams, 828 individuals overall) and investigated how team composition (with AI or human team members) impacts interpersonal trust (affective and cognitive) and thus team trust. In two‐member teams, interpersonal trust via perceived trustworthiness and not via perceived similarity was lower in human–AI teams compared to human–human teams. Exploratory findings showed that team identification and cognitive interpersonal trust were also lower in two‐member human–AI teams than in human–human teams. However, in three‐member teams, we found no differences in team trust via interpersonal trust between the two team types. Instead, our findings revealed that perceived trustworthiness and perceived similarity increased interpersonal trust and, in turn, team trust for both team types. With this research, we showed that underlying theories and evidence of team trust in human‐only teams can enhance understanding of human–AI teams, though the results indicated certain differences that call for further investigation.

Higher education requires best leaders and collaborative environment to stimulate staff and student because of facing more challenges and to make the educational institutions remain relevant in a competitive global context. Considering the fruitful academic outcome, ideal leadership style and collaborative work are essential among teachers and students. Therefore, an empirical study was performed to investigate the effect of transformational leadership and team communication on task performance. The proposed model was verified by quantitative study to clarify the complex relationship between predicators and outcomes. Research data were collected from a sample of 273 master students from the University of Science and Technology of China. The collected data were examined through partial least square analysis technique. The results suggested that team perception of transformation leadership has positive effect on team communication and team trust to measure high task performance. In addition, team communication has positive effect on team trust, whereas team trust has a significant effect on team creativity, which enhances the task performance.

New product development (NPD) projects are costly, and fragile against failures as compared to other structures. This study has a holistic view of team factors to examine their relationship with team communication. Communication contributes to technical and practical processes such as learning, new idea development, and creativity. Trust has become prominent by affecting outcomes and processes indirectly, and changing relationships within team. This paper attempted to offer a contribution to the technology and innovation management (TIM) literature by presenting a model for researchers and project managers to understand potential interrelationships among team level factors (team autonomy, stability, member experience, and empowerment), team trust, and team formal and informal communication in NPD teams.

We studied the interaction of team efficacy and team trust on feeling of reduced personal accomplishment. Data were obtained from a survey conducted with 270 teams made up of 1,787 individual employees of a multinational shipbuilding corporation headquartered in South Korea. We found
that when team trust was low, team efficacy was positively related to individual burnout, whereas the relationship was nonsignificant when team trust was high. The feeling of reduced personal accomplishment, was, in turn, negatively related to individual creative performance. Contrary to common
intuition about the positive effects of team efficacy, the results suggest that high team efficacy can lead to increased burnout and, ultimately, have a negative impact on creativity under conditions of low team trust. In the process, we also discussed the relative salience of the team as
an extension of the self.

The objective of this study was to investigate and compare the relationships and variations among leadership, team trust and team performance in the service and manufacturing industries. The results of using structural equation modeling to conduct hypotheses testing show that leadership
has a positive effect on team trust and team performance, and that team trust also has a positive effect on team performance. By using MANOVA analysis to test for significant variances in leadership, team trust and team performance in the service and manufacturing industries, a significant
variance was discovered in the testing of instructed leadership, relational trust and institutional trust in both industries.

The objective of this book is to report on contemporary trends in the defence research community on trust in teams, including inter- and intra-team trust, multi-agency trust and coalition trust. The book also considers trust in information and automation, taking a systems view of humans as agents in a multi-agent, socio-technical, community. The different types of trust are usually found to share many of the same emotive, behavioural, cognitive and social constructs, but differ in the degree of importance associated with each of them. Trust in Military Teams is written by defence scientists from the USA, Canada, Australia and the UK, under the auspices of The Transfer Cooperation Programme. It is representative of the latest thinking on trust in teams, and is written for defence researchers, postgraduate students, academics and practitioners in the human factors community.

Using the theories of social learning, social exchange, and information exchange, we proposed a theoretical model to explain the relationships of learning, trust, and creativity in top management teams (TMT), and introduced TMT reflexivity as a moderator of these relationships. Multiple
regression analyses of data obtained from 594 executives in 54 TMTs revealed that team learning had a significant positive impact on TMT creativity, that team trust had a partial mediating effect in the relationship between team learning and TMT creativity, and that TMT reflexivity enhanced
the positive influence of team learning on team trust. Our findings reveal the inherent relationships among team learning, team trust, team reflexivity, and TMT creativity, and can provide scientific guidance to strengthen TMT construction, team learning, and team reflexive practice.

AbstractIntercultural teams are more and more popular nowadays – they constitute a serious challenge in terms of effective cooperation and trust building, however. The article presents the potential problems that can affect intercultural cooperation and stresses the power of trust in cultural diversity conditions. The ten-factor model of intercultural team trust is presented. The main aim was to answer the questions: what are the differences in trust factor importance in homogenous and diverse teams and what are the most dangerous trust barriers according to Y generation business students? A survey conducted on 200 respondents allowed for concluding that the deep trust (compatibility, goodwill, predictability, well-being, inclusion and accessibility) is less important than the initial trust (open sharing of information, integrity and reciprocity), with the exception of competence assessment, as well as that all the trust factors are equally important for homogenous and culturally diverse teams, even if there are some differences in their hierarchy depending on the teams' cultural composition. Language differences and stereotypes were pointed as the most important trust barriers. The influence of intercultural training on the elimination of trust barriers was also proved.