FACULTY OF BUSINESS, ECONOMICS & LAW
RBUS2900 Business Research Method

Article Review: Trust and Team Performance

This paper will be analyzing and critiquing three main articles of trust and its direct and indirect effect on team performance. The selected articles are collected from the journal of occupational and organisational psychology, organization science and journal of business and industrial marketing, published no earlier than 2009

Contents
RBUS2900 Article Review: “Trust and Team Performance” 2
I. Introduction 2
II. Research Design Characteristics 3
III. Summaries of the Three Articles 3
3.1. Article1: “The differential effect of team members’ trust on team performance: The mediation role of team cohesion” (Mach, Dolan & Tzafrir, 2010) 3
3.2. Article 2: “Getting everyone one board: The role of inspirational leadership in geographically dispersed teams” (Joshi, Lazarova & Liao, 2010) 5
3.3. Article 3: “Managerial trust and NPD performance: Team commitment and longevity as mediators” (Doyan, 2010) 6
IV. Critiques of the Three Articles 7
4.1. Article1: “The differential effect of team members’ trust on team performance: The mediation role of team cohesion” (Mach, Dolan & Tzafrir, 2010) 7
4.2. Article 2: “Getting everyone one board: The role of inspirational leadership in geographically dispersed teams” (Joshi, Lazarova & Liao, 2010) 8
4.3. Article 3: “Managerial trust and NPD performance: Team commitment and longevity as mediators” (Doyan, 2010) 9
V. Reference 12
VI. Appendix 13

RBUS2900 Article Review: “Trust and Team Performance”
I. Introduction
Enhancing employees’ performance is one of the first priorities that organisations are trying to achieve, in order to stay competitive. To improve the overall performance of an organisation, it is important to focus on enhancing the team performance. According to Hackman (1987), he defined “Team performance” as “the extent to which the productive output of a team meets or exceeds the performance standards of those who review and/or receive the output” (De Jong & Elfring, 2010; p. 536). To allow teams to perform well, team members must engage interactively; in order to allow this interaction between teams and incorporate teamwork, trust is claimed to be the major variable impacting team interaction and therefore team performance. As Mach, Dolan and Tzafrir (2010) confirmed that trust within teams allows members to work cooperatively toward achieving the goals and add value to their organisation. Mayer (1995) defined “trust” as “the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party” (Tansly & Newell, 2007; p. 354). In other words, it is the willingness to take risk with the firm belief that other parties involved will not do any harm or damage to the action taken (Ding & Ng, 2007). This paper will be analysing and critiquing three main articles of trust and its direct and indirect effect on team performance. The selected articles are collected from the journal of occupational and organisational psychology, organization science and journal of business and industrial marketing, published no earlier than 2009. The paper will introduce the research designs and characteristics of selected articles. Then it will provide the brief summary of each article. And finally, at the critique part, the strengths, weaknesses and future direction of each article will be examined.
II. Research Design Characteristics

As the selected articles are claimed to be causal studies, the research design that will be analysed in this paper is causality. The paper will examine if the selected articles have met the three criteria of causality including temporal sequence, concomitant variation and non-spurious association (Zikmund et al., 2010). Temporal sequence refer to the order of occurrence as the cause must occur before the effect, the concomitant variation refers to a change in the cause is associated with a change in the effect and non-spurious association means the cause is true and not eliminated by the introduction of another potential cause (Zikmund et al., 2010, p. 71). According to Pappu (2011a, p. 27), a good hypothesis should be clear, logical, testable and related to the research objectives. This paper will later examine the mentioned characteristics. Because all of the selected articles are causal studies, therefore, all the hypotheses are relational. Relational hypothesis is a proposition which claimed that the change in one variable is affected by another variable (Kumar, 2008). Three types of variables observed in the selected articles include, independent variables, dependent variables and mediating variables. Dependent variables are the variables that are expected to be changed or affected by other variables which are called independent variables and therefore independent variables refer to the variable that is expected to influence the dependent variables in some way either positive or negative (Zikmund et a., 2010, p. 120). This paper will discuss the relationship between variables in each hypothesis of each article.
III. Summaries of the Three Articles
3.1. Article1: “The differential effect of team members’ trust on team performance: The mediation role of team cohesion” (Mach, Dolan & Tzafrir, 2010)
The paper aims at examining the effect of trust in three levels, trust in team members, trust in coach and trust in the top management, on team performance, as well as studying the mediating effect of team cohesion on the relationship between team trust and team performance. The authors developed the hypotheses based on the social exchange theory from the view of Cropanzano, Prehar & Chen (2002) which stated that organisations consist of economic and social transections. They determined to examine the exchange of trust which translates into better performance through the process of team cohesion. The authors proposed three (3) relational hypotheses to be tested. For example H1 claimed that “Trust in the coach, teammates and top management is positively related to team cohesiveness”. This hypothesis is relational as it aims at testing if the positive relationship exists between the independent variables (trust in coach, trust in teammates and trust in top management) and the dependent variable (team cohesiveness). In order to investigate such relationship the authors managed to controlled some variables including: type of sports, previous match performance, permanence, seasons trained by coach, age, and diversity. The research design is causal in nature as it aims to investigate the casual relationship between trust and team performance. To achieve research objectives, the researchers employed the communication method for data collection. The questionnaires had been pre-tested by personal interview, focus group and academically reviewed before going out in the field. The sample was taken from 690 professional athletes from 59 sport clubs of variety types of sports such as football, handball, indoor football and roller hockey. These types of sports were used for the study because they are highly interactive and they present similar features in terms of rules and degree of professionalism. The research environment was partially controlled since participants were divided into two groups, and examine the different measures in each group. However, questionnaires are collected from the field study. Quasi-longitudinal time dimension is used in the study as it combined cross-sectional features for the independent variables with some longitudinal data for the dependent variable over the period of 3 months.
3.2. Article 2: “Getting everyone one board: The role of inspirational leadership in geographically dispersed teams” (Joshi, Lazarova & Liao, 2010)
Based on the assumption that leaders are able to influence followers based on close, sustained, and personalized contact, this study aimed at redirecting attention to roles of leadership on the geographically dispersed organisation and considering the role of inspirational leadership in developing attitudes that reflect identification with collective team identity. By following social identity theory, the authors suggested that “leaders who display inspirational behaviours can build enduring linkages between an individual’s self-concept and a social group, thereby enhancing identification with the social group” (Ellemers et al., 2004, Turner and Haslam, 2001). Therefore, they developed three relational hypotheses as shown on Table 2. (see Appendix). For instant, Hypothesis 1 stated that: Team geographic dispersion (MOD) will moderate the relationship between individual’s perceptions of inspirational leadership (IV) and commitment (DV) to the team; the positive relationship between inspirational leadership (IV) and commitment (DV) to the team will be weakened (-) in teams that are less dispersed (MOD-) and strengthened (+) in teams that are more dispersed (MOD+). To study the effects between variables more effectively, researchers needed to control some variables such as: individual tenure, tenure in team level, age, gender, team size, face-to-face team interaction. These variables are needed to be controlled since the researchers believed that they will affect attitude and perceptions toward team members and organisations. Since the paper aimed to study the relationship between variables, it used causality design. To achieve their goals, researchers employed communication methods for data collection by using web survey as a tool. Sample was taken from the US based company which has location in all over 40 countries around the world. 700 employees from customer service division were invited to join the study, those of which 247 responds were received. Although the study was conducted in a field study, the researchers managed to controlled sampling by clustering the sample into two groups, the group with less dispersed (based in the US) and the group with more dispersed (others out of the US). Since the researchers used web survey for data collection, cross-sectional time dimension was presented.
3.3. Article 3: “Managerial trust and NPD performance: Team commitment and longevity as mediators” (Doyan, 2010)
Doyan (2010) focused his research on examining the mediating effects of team commitment and longevity between managerial trust and team performance using environmental turbulence as a moderator. Although the research was not based on a particular theory or model, the author had used the managerial trust framework assessed by four factors including behavioural consistency, behaviour integrity, manner and quality of communicated information, and the demonstration of concerns (Hubbell and Chory-Assad, 2005). According to such framework, the author developed six (6) relational hypotheses shown in Table 3 (see Appendix). Hypothesis 1 claimed that managerial trust (IV) will be positively related to (a) team commitment (DV) and (b) team longevity (DV). Researcher believed team size influences the team performance; therefore team size is selected as a controlled variable. To study the relationship between variables, causal study was used for the research design. Communication was used as a method for data collection since the researcher set up individual data collection session which took about 40 minutes each. Individual respondent was given time to complete questionnaire during data collection sessions, the total of 335 sessions was completed. Since the data was collected through this appointed session and was collected once from each individual, the research was under stimulus environment and it is cross-sectional study.
IV. Critiques of the Three Articles
4.1. Article1: “The differential effect of team members’ trust on team performance: The mediation role of team cohesion” (Mach, Dolan & Tzafrir, 2010)
The article has very clear objectives resulted in a very logical and practical hypothesis. The use of causal study is the main strength of the study since they set up clear cause-effect relationship between variables such as trust in teammates; trust in coach and trust in management are set as causes (IVs) which happened before the effect, performance (DV). That fits the criteria of temporal sequence according to Pappu (2011a). Apart from that, the questionnaires used in the study had been pre-tested and reviewed academically before going out to the field, which means that would increase reliability and validity of the questionnaire and therefore ensuring the effectiveness and accuracy of the result (Zikmund, 2010). Another positive side of the study is the used of the quasi-longitudinal time dimension is necessary and very logical. That is because, the data collection for the IVs (trust in teammates, trust in coach and trust in management) is the one-off self-administered questionnaire while the data collecting for the DV (team performance) is longitudinal time dimension, since they relied on the accumulated score from throughout the season as the measurement for performance (DV). Meanwhile, it is very impressive that while the study was conducted under the most uncontrollable environment, the researchers had managed to control some independent variables namely: type of sports, previous match performance, permanence, seasons trained by coach, age and diversity.
Besides those strengths, there are some evident of weaknesses in the research design and procedure. First of all, the use of the sample from sport teams only means there is no variation in sampling; this implies the lack of representativeness. Secondly, the management and working system within sport working environment teams are totally different from other places, therefore the result might not be applicable to other workplace environment, where the practice, value, culture and norm may varied largely. And finally, the questionnaire was given to participants to complete after the training session held at the beginning of the second half of the season. At this point in time of the competition, players are focused on their training and their goal (which is to get the cup for the season). At the same time, they might get extra support from their coach and their teammates; therefore the responds might be overly positive which may lead to some response bias such as social desirability bias (Pappu, 2011b). To overcome this weakness, the researcher should use longitudinal study by taking survey at different points in time and examine if there is any variation or differentiation of the responses. On the other hand, the future study may need to take into account the sample size and the representativeness of the samples. It is recommended that the researcher should get more samples from many different areas and professions, as to reduce some respondents’ errors as well as to increase representativeness of the result.
4.2. Article 2: “Getting everyone one board: The role of inspirational leadership in geographically dispersed teams” (Joshi, Lazarova & Liao, 2010)
The objective of the study was to examine to the roles of inspirational leadership on the geographically dispersed organisation, as well as to study their roles in developing attitudes that reflect identification with collective team identity. The authors had the very clear objectives of what they wanted to achieve and they used a solid theoretical framework to support their model and develop the hypotheses such as the social identity framework (Ellemers et al. 2004, Turner and Haslam 2001). The model used in the study was quite clear and straightforward and it shows the clear relationship between variables as shown in Figure 2 Theoretical Framework (Appendix). The researcher use communication method such as web survey for data collection, which is the only practical technique for the study involved respondents that are geographically distanced. Regardless of the nature of the field study survey which is uncontrolled environment, the researchers had controlled the samples by clustering them into two groups, the less dispersed group (within the US) and the more dispersed group (other than the US). This way, researchers could discriminate the effect of the team dispersion (MV) on the relationship between inspirational leadership (IV) and Team commitment (DV) and team trust (DV).
Despite some good points mentioned earlier, the research holds some weaknesses and limitation. First of all, employing Web-survey resulted in relying on self-report as a measurement of the variables, therefore, some bias in the responses may occur including social desirability bias and acquiescence bias. Since it used all responses from both team members and team leaders, the result may also be leaning toward the favour of the team leaders, especially when asked about the opinion toward the team leaders, the response from team leaders may contribute to the bias result. On the other hand, the use of the cross-sectional methods does not reveal the clear causality since it was only one-off study, and therefore longitudinal study is required to examine the effect of leadership throughout the various point in times. One way to overcome these weaknesses is, of course, to increase sample size. However that is not always the case since it is normally not practical nor neither doable. Therefore the better thing that could be done might be some follow-up interview and employing longitudinal method.
4.3. Article 3: “Managerial trust and NPD performance: Team commitment and longevity as mediators” (Doyan, 2010)
The author aimed at examining the mediating effects of team commitment (MV) and longevity (MV) between managerial trust (IV) and team performance (DV) (e.g. team learning and product success), using environmental turbulence (MOD) as a moderator. According to this objective, one of the strengths of the study is that the author developed the very logical and comprehensible as shown in Figure 3 Proposed Model (see Appendix). Another strong point of the study is the use of causality to study the effect between and among variables through the use of communication method for data collection. The most impressive fact of all is that the researcher managed to stimuli the research environment by setting up the individual data collection rather than just leave the questionnaire for the respondents to complete it in their own time. This way, when the respondents have any problem they can ask for clarification immediately. On the other hand, the respondents may be more focus, and may result in more honest answers, which would then eliminate some of the respondents’ errors namely the acquiescence bias, extremely bias and auspices bias (Pappu, 2011b). However, another bias may occur such as the interviewer bias and social desirability bias, as the present of the researcher may influence the response of the participant especially when the session was implemented individually, this may put more pressure on the respondents and the outcome might not be accurate.
While the author set the very clear objectives, the hypotheses seem to be very ambiguous and too ambitious, as they are trying to prove the relationship between many variables at a time. For example, H2 proposed that team longevity (MV) mediates the relationships between (a) managerial trust (IV) and team learning (DV), and (b) managerial trust (IV) and product success (DV). Furthermore, the use of sample from one particular country only may reduce the representativeness of the study since the sample from one culture may represent only the characteristics of the people within that culture but might not be representative for overall population. Another thing is, the use of retrospective reports may result in some recall issue in survey questions and therefore the research design may not provide true results about the flow of knowledge. Plus the result of cross-sectional study may not be accurate enough to justify the moderating effect of environment turbulent especially when the researcher did not control any other possible independent variables accept only team size (controlled variable). To address the issues, first, the hypothesis should be more précised and aim at studying one relationship at the time to make it less confusing and more practical. Second, as mentioned earlier, longitudinal design should be used to keep track of the flow of knowledge over period of time. Third, samples should include more variation in culture differences such as taking samples from many countries rather than just one particular country. And finally, further studies of other IVs such as types of task and perception of justice would be beneficial to learn what impact better team performance. V. Reference
De Jong, B. A. & Elfring, T. (2010), ‘How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort’, Academic Management Journal, 53(3), 535-549.
Ding, Z. & Ng, F. (2010), ‘Personal construct-based factors affecting interpersonal trust in a project design team’, Journal of Construction Engineering and Management, 136(2), 227-234.
Doyan, M., (2010), ‘Managerial trust and NPD performance: Team commitment and longevity as mediators’, Journal of Business & Industrial Marketing, 25(2), 94-105.
Joshi, A., Lazarova, B. & Liao, H. (2009), ‘Getting everyone one board: The role of inspirational leadership in geographically dispersed teams’, Organisation Science, 20(1), 240-252.
Kumar, C. R. (2008), ‘Research Methodology’, APH Publishing Cooperation, p. 24-28
Mach, M., Dolan, S. & Tzafrir, S. (2010), ‘The differential effect of team members’ trust on team performance: The mediation role of team cohesion’, Journal of Occupational and Organisational Psychology, British Psychology Society, 83, 771-794.
Pappu, R. (2011a), Business Research Method, Lecture 2: Building block of research, The University of Queensland.
Pappu, R. (2011b), Business Research Method, Lecture 5: Survey Method, The University of Queensland.
Tansly, C & Newell, S. (2007), ‘Project social capital, leadership and trust: A study of human resource information system development’, Journal of Managerial Psychology, 22(4), 350-368.
Zikmund, W. G., Babin, B. J., Carr, J.C. & Griffin, M. (2010), ‘Business Research Method’, 8th Edition, South-Western Cengage Learning, ISBN 9781439080672.

VI. Appendix
RBUS2900_Journal Article Summary Table: Trust and Ongoing Team Performance
Article1. Mach, M., Dolan, S. & Tzafrir, S. (2010), ‘The differential effect of team members’ trust on team performance: The mediation role of team cohesion’, Journal of Occupational and Organisational Psychology, British Psychology Society, 83, 771-794.
Research Objectives Theory/Framework
Used to Develop the Hypotheses Hypotheses Tested Variables Included
(in each hypothesis) and the nature of the variables Researcher Control of Variables Type of Research Design

Examine team performance as affected by various trusting relationships: trust between team members and the team’s trust in their direct manager and in top management as well as the mediating role team cohesion plays in the relationship between team trust and team performance Social exchange theory by Cropanzano, Prehar, & Chen (2002)
- Team cohesion and team performance H1: Trust in the coach, teammates and top management is positively related to team cohesiveness (relational)
H2: Team cohesion is related to team performance (relational)
H3: Team cohesion mediates the relationship between multifaceted trust and team performance (relational) H1: Trust in the coach (IV1), teammates (IV2) and top management (IV3) is positively related to team cohesiveness (DV)
H2: Team cohesion (IV) is related to team performance (DV)
H3: Team cohesion (MV) mediates the relationship between multifaceted trust (IVs) and team performance (DV) Based on focus group discussion and literature review controlled variables include:
- Type of sports
- Previous match performance
- Permanence
- Seasons trained by coach
- Age
- Diversity Exploratory and causal study
Data Collection Method Research Environment Time
Dimension
Findings Future Research
Directions
Limitations of the Study

- Communication
- Survey questionnaire
Pre-test by Interviews, Focus group discussion - Field study
Partially controlled environment: divide participants into two groups, and examine the different measures in each group. But with questionnaire is collected in the uncontrolled environment Quasi- longitudinal: combining cross-sectional features for the independent variables with some longitudinal data for the dependent variable over the period of 3 months * Team member trust with respect to the different foci has both a direct and indirect effect on team performance, and team player trust and cohesion play a mediating role.
* Dynamic relationship within teams, and, as such, trust among teammates mediates the relationship between trust in the coach as well as team cohesion in determining team performance - examine which comes first performance or trust
- more and larger scope of sample would be ideal for future work
- how the level of organisational trust impacts performance should be further studied Sample from sports teams might not be the same in other working environment therefore might not be applicable to all organisation environment, where the practice, value, culture and norm may varied largely.
RBUS2900_Journal Article Summary Table: Inspirational Leadership and Trust on Team Performance
Article2. Joshi, A., Lazarova, B. & Liao, H. (2009), ‘Getting everyone one board: The role of inspirational leadership in geographically dispersed teams’, Organisation Science, 20(1), 240-252.
Research Objectives Theory/Framework
Used to Develop the Hypotheses Hypotheses Tested Variables Included
(in each hypothesis) and the nature of the variables Researcher Control of Variables Type of Research Design

- Redirecting attention to roles of leadership on the geographically dispersed organisation
- Considering the role of inspirational leadership in developing attitudes that reflect identification with collective team identity Social identity and leadership research
- Researchers have suggested that leaders who display inspirational behaviours can build enduring linkages between an individual’s self-concept and a social group, thereby enhancing identification with the social group (Ellemers et al. 2004, Turner and Haslam 2001) H1. Team geographic dispersion will moderate the relationship between individual’s perceptions of inspirational leadership and commitment to the team; the positive relationship between inspirational leadership and commitment to the team will be weakened in teams that are less dispersed and strengthened in teams that are more dispersed (relational)
H2. Team dispersion will moderate the relationship between individual’s perceptions of inspirational leadership and cognitive trust in team members; a positive relationship between inspirational leadership and trust in team members will be weakened in teams that are less dispersed and strengthened in teams that are more dispersed.( relational)
H3. Team-level commitment and trust will positively predict team performance (relational) H1.
MOD:
- Team geographic dispersion (GD)
IVs
- Individual perception (IP)
DVs
- Team commitment (TC)
H1:
+(-)GD => +(-)Rel:(IP&TC)
H2.
MOD:
- Team geographic dispersion (GD)
IV
- Individual perception (IP)
DVs
- Trust in team (TT)
H2:
+(-)GD => +(-)Rel:(IP&TT)
H3.
IVs
- Team Commitment (TC)
- Trust in team (TT)
DV
- Trust Performance (TP)
H3: + TC & + TT => + TP - Individual tenure
- Tenure in team level
- Age
- Gender
- Team size
- Face-to-face team interaction
Because these variables might affect individuals’ attitude toward teams and organisation - Casual or explanatory study

RBUS2900_Journal Article Summary Table: Inspirational Leadership and Trust on Team Performance
Article2 (Cont.). Joshi, A., Lazarova, B. & Liao, H. (2009), ‘Getting everyone one board: The role of inspirational leadership in geographically dispersed teams’, Organisation Science, 20(1), 240-252.
Data Collection Method Research Environment Time
Dimension
Findings Future Research
Directions
Limitations of the Study

- Communication
- Wed survey

- Field study
Controlled by Clustering sample into two groups, the less dispersed and more dispersed group. Cross-sectional - The inspirational leaders are important in all contexts but are more important in highly dispersed contexts
- In highly dispersed settings, due to the absence of physical proximity to other team members, leaders can be the critical “missing link” for facilitating commitment and trust in dispersed work setting
- In dispersed settings inspirational leaders may be viewed as a salient “third party” that can influence attitudes such as trust in other team members.
- Trust and commitment are the key mechanisms by which individuals can overcome physical distance and work toward accomplishing shared team goals and enhance team effectiveness - Consider objective measures of individual and team performance and examine the relationship between identification-based outcomes and performance measures such as customer satisfaction
- Additional aspects of leadership behaviours be examined in dispersed contexts.
- Incorporate these leadership behaviours in relation to relevant outcomes at the team and individual levels of analysis
- Incorporate and test the effects of dispersion along multiple dimensions on individual- and team-level outcomes and consider the distinct contingencies that various dimensions of dispersion may impose on leadership - Employing Web-survey resulted in relying on self-report as a measurement of the variables
- Bias in report may occur since it used all responses from both team members and team leaders
- Cross-sectional methods does not reveal the clear causality and therefore required longitudinal for the study of the leaders through the various point in times

RBUS2900_Journal Article Summary Table: Managerial Trust and NPD Team Performance
Article3. Doyan, M., (2010), ‘Managerial trust and NPD performance: Team commitment and longevity as mediators’, Journal of Business & Industrial Marketing, 25(2), 94-105.
Research Objectives Theory/Framework
Used to Develop the Hypotheses Hypotheses Tested Variables Included
(in each hypothesis) and the nature of the variables Researcher Control of Variables Type of Research Design

- Examining the mediating effects of team commitment and longevity between managerial trust and team performance (e.g. team learning and product success), using environmental turbulence as a moderator.

No particular theory in used but the author used Managerial trust framework assessed by4 factors:
- Behavioural consistency
- Behavioural integrity
- Manner and quality of information communicated
- Demonstration of concerns H1. Managerial trust will be positively related to (a) team commitment and (b) team longevity (relational)
H2. Team longevity mediates the relationships between (a) managerial trust and team learning, and (b) managerial trust and product success (relational).
H3. Team commitment mediates the relationships between (a) managerial trust and (a) team learning, and (b) managerial trust and product success. (relational)
H4. The higher the environmental turbulence, the more of an impact that managerial trust will have on (a) team commitment and (b) team longevity. (relational)
H5. The higher the environmental turbulence, the more of an impact that team commitment will have on (a) team learning, and (b) product success. (relational)
H6. The higher the environmental turbulence, the less of an impact that team longevity will have on (a) team learning, and (b) product success. (relational) H1. - Managerial trust (IV)
- team commitment (DV)
- team longevity (DV).
H2. - Team longevity (Med), mediate relationship between
(a) managerial trust (IV) & team learning (DV)
(b) managerial trust (IV) & product success (DV).
H3. - Team commitment (Med) mediates the relationships between
(a) managerial trust (IV) & team learning (DV)
(b) managerial trust (IV) and product success (DV).
H4. Environmental turbulence (Med)
(a) managerial trust (IV) & team commitment (DV)
(b) team longevity (DV).
H5. Environmental turbulence (Med), team commitment (IV) will impact on (a) team learning (DV), and (b) product success (DV).
H6. The higher the environmental turbulence (Med), the less of an impact that team longevity (IV) will have on (a) team learning (DV), and (b) product success (DV). - Team size - Casual study
RBUS2900_Journal Article Summary Table: Managerial Trust and NPD Team Performance
Article3 (Cont.). Doyan, M. (2010), ‘Managerial trust and NPD performance: Team commitment and longevity as mediators’, Journal of Business & Industrial Marketing, 25(2), 94-105.
Data Collection Method Research Environment Time
Dimension
Findings Future Research
Directions
Limitations of the Study

- Communication
- Individual data collection session which could take up to 40 minutes per session

- Stimulus environment since they use individual data collection session to get respondents to complete the questionnaires - Cross-sectional The findings support almost all hypotheses accept H5 & H6. - Sampling should include more variation in culture differences since the study took only sample from organisation in Turkey.
- Longitudinal design should be used to keep track of the flow of knowledge over times. - further studies of other IVs such as types of task and perception of justice should would be beneficial to learn what impact better team performance. The use of retrospective reports and cross-sectional data collection
- There might have been a recall issue in survey questions
- The research design may not provide true results about flow of knowledge
- Sample from only one country/culture

Figure 1. Tri-Foci Model Joshi, A., Lazarova, B. & Liao, H. (2009), ‘Getting everyone one board: The role of inspirational leadership in geographically dispersed teams’, Organisation Science, p. 777
Figure 2. Theoretical Framework Joshi, A., Lazarova, B. & Liao, H. (2009), ‘Getting everyone one board: The role of inspirational leadership in geographically dispersed teams’, Organisation Science, p. 242

Figure 3. Proposed Model

Doyan, M. (2010), ‘Managerial trust and NPD performance: Team commitment and longevity as mediators’, Journal of Business & Industrial Marketing, p. 95