Abstract
Purpose. The purpose of this study was to compare the trust levels between middle managers and staff members who work locally and have a greater opportunity for face-to-face communication and staff members who work remotely and primarily rely on computer-mediated methods of communication. In addition, this study examined middle-manager and staff perceptions about the degree to which e-mail fosters or hinders the development of trust in their organizations. Methodology. This study used a case study methodology focusing on four software vendor organizations engaged in the business of healthcare software development and implementation. Data were collected for this study using two methods: questionnaires and semistructured telephone interviews. Findings. (1) E-mail was the most frequently used communication method for both groups even when the opportunities for face-to-face communication were present. (2) Despite the fact that remote staff experienced significantly less frequent communication, they still reported trust levels similar to local staff members. (3) E-mail is popular due to the ease, timeliness, and convenience of use, the ability to communicate simultaneously a broad audience, and the creation of audit trails. (4) Communication is a key ingredient in strengthening trust relationships. (5) It is possible for a manager to regain staff members' trust if the damage occurred as a result of "honest" mistakes and not through overt acts of lying or deceit. (6) Staff-initiated contact may be diagnostic of the level of trust between the manager and the staff member. (7) Face-to-face communication is preferred early in a relationship; however, once the relationship is established, the method of communication is considerably less important. Conclusions. (1) There is no evidence that the method of communication has an effect on the development and maintenance of trust. (2) Communication is a key factor in fostering high-trust relationships, regardless of the work location. (3) E-mail communication seems to be a popular and prevalent method of communication regardless of the work location of the parties. Recommendations. (1) Managers need to consciously make decisions that foster high trust. (2) Managers should extend themselves to communicate regularly and proactively. (3) Managers need to provide opportunities for more face-to-face communications, especially early in a relationship. (4) Staff members need to proactively initiate communication, especially as "early warning signs" for managers. (5) Further study is needed in other industries to see if e-mail is as widely used and accepted. (6) Additional research is needed into the effects of telecommuting on business relationships, productivity, innovation, and loyalty. (7) Studies should be conducted to determine factors enabling some managers to effectively supervise staff working remotely.