Sarker, Campbell, Ondrus, and Valacich (2010) found collaboration was traditionally viewed as face-to-face interaction with teams meeting at a central location; the simple same time same place structure. "People found that they could magnify individual abilities by working with others and could thereby better satisfy individual needs (Wren, 2004). The primary advantage gained by the individual was safety followed closely by the efficiency of specific individuals at specific tasks, thus resulting in a collective win or reduction in overall effort. “The leader was often selected by: “Biology Is Destiny” The leader is the alpha male, “It is All About Power” the strong sets the rules, “Paternalism” The leader should be the brightest and most virtuous (Leadership Theories, 1999). The use of groups in organizations to complete key tasks is increasing. Work performed in corporations is cooperative and organizational design is used to promote this cooperation. This cooperative design leverages technology to overcome obstacles, such as distance (Sarker, et al, 2010).
Virtual teams find building trust more difficult because trust is built-in part on identity, familiarity, and time spent together, which is difficult to achieve in the virtual environment (Nemiro, Beyerlein, Bradley, & Beyerlein, 2008). Brake (2008) defined Virtual trust as “the confidence you have that team colleagues who work with you primarily via technology can be relied upon despite challenges, such as distances, different time zones, and cultures to meet or exceed expectations in working towards shared goals (Brake, 2008. p. 24).
The push for virtual collaboration started in the nineties with connectivity between dispersed teams, and the current trend is the spontaneous collaboration era, which drives the need for ad-hoc connectivity and connectivity to team members, which are in a constant state of mobility. The use of mobile collaboration technology (MCT) has assisted organizations...