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Related Experiment Video

Updated: Jun 16, 2026

The Collective Trust Game: An Online Group Adaptation of the Trust Game Based on the HoneyComb Paradigm

The Collective Trust Game: An Online Group Adaptation of the Trust Game Based on the HoneyComb Paradigm

Published on: October 20, 2022

Why do we trust? Moving beyond individual to dyadic perceptions.

Maria Yakovleva¹, Richard R Reilly, Robert Werko

¹Howe School of Technology Management, Stevens Institute of Technology, Castle Point on Hudson, Hoboken, NJ 07030, USA. myakovle@stevens.edu

The Journal of Applied Psychology

|January 21, 2010

Summary

Coworker trust is vital for team success, especially in virtual settings. Propensity to trust significantly impacts virtual team trust, while trustworthiness fully mediates this relationship.

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The Collective Trust Game: An Online Group Adaptation of the Trust Game Based on the HoneyComb Paradigm

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Published on: October 20, 2022

A Naturalistic Setup for Presenting Real People and Live Actions in Experimental Psychology and Cognitive Neuroscience Studies

A Naturalistic Setup for Presenting Real People and Live Actions in Experimental Psychology and Cognitive Neuroscience Studies

Published on: August 4, 2023

Area of Science:

Organizational Psychology
Team Dynamics
Virtual Collaboration

Background:

Trust is essential for organizational and team success.
Geographically dispersed teams and virtual interactions amplify the need for trust.
Understanding trust development in new product development teams is crucial.

Purpose of the Study:

To investigate factors influencing trust development between coworker pairs (dyads).
To examine the differences in trust dynamics between colocated and virtual dyads.
To analyze the role of propensity to trust and trustworthiness in virtual and colocated settings.

Main Methods:

Utilized the actor-partner interdependence model.
Studied dyads within a new product development team.
Compared trust development in colocated versus virtual coworker pairs.

Main Results:

Found reciprocal effects between propensity to trust and trust in dyads.
Propensity to trust has a greater influence on trust for virtual dyads.
Trust had less influence on organizational citizenship for virtual partners.
Trustworthiness fully mediated the effect of trusting predisposition on trust.

Conclusions:

Trust development dynamics differ between virtual and colocated coworkers.
Individual propensity to trust is a key driver of trust in virtual teams.
Organizational strategies should consider these differences to foster trust in dispersed teams.