Remote teams are more likely to build trust quickly by sharing credible digital profiles than by focusing on cultural understanding, according to new academic research from Nyenrode Business University.
The findings come from doctoral research by Ross Gardner, which examined how trust forms in the earliest stages of virtual collaboration. As organisations continue to rely on distributed and hybrid teams, the study challenges long-held assumptions about the primacy of cultural differences in shaping working relationships.
Gardner’s research centres on transference-based trust — the concept that people are more inclined to trust someone when that trust is transferred from a reliable third-party source. In digital environments, those sources increasingly include professional social platforms, personal networks, and publicly available online information.
The study draws on surveys, interviews, and statistical analysis involving members of virtual teams across 51 countries. Participants were asked how they assessed new colleagues when beginning work together remotely, and what information influenced their initial willingness to collaborate and rely on others.
According to the research, digital references consistently played a stronger role than expected. “People use information from sources they already trust — like social media or word-of-mouth — to quickly form an opinion about new teammates,” Gardner said. “This gives team trust a strong initial boost.”
By contrast, national and cultural background had a more limited effect on early trust formation than existing research might suggest. Gardner found that individual decision-making often outweighed cultural assumptions in diverse online teams, particularly when credible digital information was readily available.
“Individual choices seem to override cultural stereotypes in diverse virtual teams,” he said. “The classic ideas about quickly building trust based on roles or reputations still apply online, but we need to pay more attention to these digital references.”
The research was prompted by the rapid shift to remote and hybrid work during and after the Covid-19 pandemic. Gardner observed that much of the established academic literature on organisational trust was developed in the context of co-located teams, where face-to-face interaction plays a central role.
As a result, organisations may be relying on outdated assumptions when designing remote collaboration practices. “If trust doesn’t develop early on, it will likely have a negative impact on collaboration within the virtual team,” Gardner said. “Understanding what really helps people connect in a digital environment is therefore critical for organisations.”
The findings suggest practical steps for managers assembling remote teams. Rather than placing early emphasis on cultural training alone, Gardner recommends prioritising clear communication and the proactive sharing of credible professional information, such as LinkedIn profiles or verified recommendations.
Doing so can help teams align more quickly, reduce misunderstandings in the early stages of collaboration, and support smoother project delivery. Over time, stronger early trust may also help reduce frustration and staff turnover linked to mistrust in virtual environments.
As remote work becomes a permanent feature of organisational life, the research points to a recalibration of how trust is established — shifting attention from who people are assumed to be, to what verifiable information they choose to share.
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