Trust remains a challenge in globally distributed development teams. In order to investigate how trust plays out in this context, we conducted a qualitative study of 5 multi-national IT organizations. We interviewed 58 individuals across 10 countries and made two principal findings. First, study participants described trust in terms of their expectations of their colleagues. These expectations fell into one of three dimensions: that socially correct behavior will persist, that team members possess technical competency, and that individuals will demonstrate concern for others. Second, our study participants described trust as a dynamic process, with phases including formation, dissolution, adjustment and restoration. We provide new insights into these dimensions and phases of trust within distributed teams which extend existing literature. Our study also provides guidelines on effective practices within distributed teams in addition to providing implications for the extension of software engineering and collaboration tools.

Geographically distributed work has become a popular way to work. Past CSCW research has shown that remote workers rely on innovative communication platforms but still face challenges being remote. Research has also provided organizational and managerial strategies to bridge the distance gap. Our study in contrast investigates how individuals develop strategies to cope with the daily challenges of working remotely and alone, and what managers can do to help them. We interviewed seventeen individuals involved in remote work about their experiences, identifying unique challenges and their workarounds. Our interview results suggest that, although people may work alone, the process of conducting distributed work is actually very social. Individual remote workers establish a unique kind of work rhythm, visibility management for evaluation, social support infrastructure, and personal connection as a part of their coping strategies to balance their professional and personal lives.