Hybrid Teams Identification with Trust Development and Group Dynamics of Software Development Teams

The purpose of this qualitative case study was to explore how hybrid team members perceive the influence of trust development, conflict management, leadership, and group dynamics at a midsized information technology-centered organization in a Southwestern city in the United States. The problem statement is: It is not known how hybrid team members perceived the influence of trust development, conflict management, leadership, and group dynamics at a midsized information technology-centered organization. The theoretical foundation utilized is the T7 model, which consists of: (1) task skills, (2) thrust, (3) trust, (4) talent, and (5) teaming skills, and two external elements which are a team leader and organizational support. How did hybrid team members perceive trust development, conflict management, leadership, and group dynamics at a midsized information technology-centered organization? The sample was of 13 hybrid team members. Sources of data were one-on-one semi-structured interviews, focus groups, artifacts data, and a survey. Data were analyzed using open coding and thematic analysis. The findings revealed key themes: transition to hybrid, hybrid team trust, the role of leaders, hybrid team performance, and hybrid team dynamics. Additional research is needed to explore the transition to a hybrid model and its impact on performance on a larger scale. The outcome of this study can be used as a guide to organizations who want to adopt a hybrid model or expand their hybrid model to include more teams. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]