公司之間日益全球化，分散化和網絡化為虛擬團隊合作奠定了基礎。虛擬團隊是指團隊以非集中的方式作業，且主要以網路通訊工具進行溝通，如視訊會議、電子郵件和即時訊息等。在這種情況下，虛擬團隊的分類有以下因素: 地理分佈、團員間位於不同時區、文化多樣性，不同的工作經驗和組織結構等特點。為了實現當前的工作目標，有效的領導風格和溝通方式是很重要的。因此，研究人員調查了真誠領導和資訊溝通管理的連續性因素，使用理論框架檢查了團隊虛擬性，真誠領導風格，資訊溝通管理，信任和團隊效率之間的潛在關係。通過線上問卷蒐集了已有虛擬團隊工作經驗或目前在虛擬團隊工作的102名受訪者的數據來支持這些假設。研究結果證實，真誠領導風格與資訊溝通管理的先後歷程可以協助虛擬團隊成員之間建立有效的信任關係，並有效地實現團隊績效。研究人員亦討論了對未來研究和管理實踐的影響。

Increasing globalization, decentralization, and networking among companies have created a basis for virtual teamwork. Virtual teams are teams who work decentralized and communicate primarily through online communication tools such as videoconferencing, e-mails and instant messenger. In this context, virtual teams are characterized by factors such as geographical dispersion, different time zones and work practices, cultural diversity, and innovative organizational structures. In order that the virtual team achieves its current work goals, an effective leadership- and communication style has to be provided. Therefore, the researcher examined the consecutive factors of authentic leadership and information and communication management. Using a theoretical framework, the researcher determined the potential relationships between team virtuality, authentic leadership, information and communication management and the outcomes, employee trust, and virtual team effectiveness. Data to support the hypotheses were collected via an online questionnaire from 102 respondents who already worked or are currently working in virtual teams. The results confirm that the combination of authentic leadership with information and communication management leads to effective trust relationships among the virtual team members as well as effective team performances. Implications for future research and managerial practices are discussed.

Table of Contents
Statutory Declaration ii
Acknowledgements iii
Chinese Abstract iv
Abstract v
List of Figures and Tables viii
1. Introduction 1
2. Literature Review 5
2.1. Transformation from Fact-to-Face Teams to Virtual Teams 5
2.2. Virtual Teams 5
2.3. Characteristics of Virtual Teams 6
2.3.1. Geography 6
2.3.2. Time Zone 7
2.3.3. Cultural Diversity 8
2.3.4. Technology 8
2.3.5. Work Practices 9
2.3.6. Organization 10
3. Hypotheses Development 11
3.1. The Relationship of Team Virtuality, Employee Trust & Virtual Team Effectiveness 11
3.2. The Mediating Influence of Authentic Leadership 13
3.3. The Mediating Influence of Information and Communication Management 15
3.4. The Mediating Influence of Authentic Leadership and Information and Communication Management 17
4. Methodology 19
4.1. Quantitative Approach 19
4.2. Questionnaire Design 20
4.2.1. Measures 21
4.3. Data Collection Procedure & Sampling 23
4.4. Data Analysis 24
5. Results 28
6. Discussion 35
6.1. Summary 35
6.2. Implications 36
6.3. Limitations and Further Research 41
7. Conclusion 43
List of References 44
Appendix A: Questionnaire Items 49

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