Home > HCAS > HCAS_PUBS > HCAS_JOURNALS > TQR Home > TQR > Vol. 19 > No. 8 (2014)
This qualitative study informs project managers of the impact that the authentic projection of coworker identity via avatars has on trust and potential project management success when teams use virtual worlds to collaborate. By exploring the common experiences and reactions of potential virtual team participants to a demonstration that showed how to customize avatars and use them to communicate with others, it facilitated the development of a grounded theory that confirms whether the projection of authenticity via avatars is an antecedent of team trust and real project management success. Real management success was the main objective, since it is vital for the enterprise to use all means possible for competitive advantage in an ever-expanding technological society.
Qualitative, Grounded Theory, Project Management, Virtual Teams, Virtual Worlds, Avatars, Trust, Attitudes, Bias, Identity, Authenticity, Communication
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 International License.
Recommended APA Citation
Lohle, M. F., & Terrell, S. R. (2014). Real Projects, Virtual Worlds: Coworkers, their Avatars, and the Trust Conundrum. The Qualitative Report, 19(8), 1-35. https://doi.org/10.46743/2160-3715/2014.1268
Quantitative, Qualitative, Comparative, and Historical Methodologies Commons, Social Statistics Commons