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Purpose The purpose of this paper is to report the findings of an in‐depth case study into virtual teamworking practices in a large petro‐chemical company. Design/methodology/approach By drawing on the case study the paper offers a theoretical conceptualization of the development of commitment and personal trust relationships in a virtual teamworking context. Findings The paper argues that the durability of virtual teamworking depends largely on commitment and personal trust relationships, which may gradually dissipate over time without collocated, face‐to‐face social interactions. The virtual teamworking technologies alone may have limited scope in contributing to reproduction and reinforcement of commitment and personal trust relationships. Research limitations/implications This research is based on an investigation in one organization that used a set of virtual teamworking technologies, which have been constantly improving in terms of capabilities and usability. In a business context investigated in this paper, the team working was not continuous, and the level and the range of activities varied over time. Future research should seek to explore whether personal and abstract trust can develop through continued online interaction. Practical implications Findings indicate that virtual teams should seek to manage expectations of the use of such technologies in their interactions. Human relationships, rather than technologies are therefore important for nurturing both personal and impersonal trust relationships, which is vital for durable virtual teams. Originality/value This paper argues that the long‐term virtual teamworking without face‐to‐face social interactions leads to a gradual dissipation of personal trust relationships, and subsequently loss of impersonal trust relations.
Nandhakumar et al. (Sun,) studied this question.