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Real Projects, Virtual Worlds: Coworkers, their Avatars, and the Trust Conundrum
The Qualitative Report
  • Michael F. Lohle, University of Bridgeport
  • Steven R. Terrell, Nova Southeastern University
Abstract
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.
Keywords
  • Qualitative,
  • Grounded Theory,
  • Project Management,
  • Virtual Teams,
  • Virtual Worlds,
  • Avatars,
  • Trust,
  • Attitudes,
  • Bias,
  • Identity,
  • Authenticity,
  • Communication
Publication Date
2-24-2014
Creative Commons License
Creative Commons Attribution-Noncommercial-Share Alike 4.0
Geolocate this article
(41.1646751, -73.1901534)
Citation Information
Michael F. Lohle and Steven R. Terrell. "Real Projects, Virtual Worlds: Coworkers, their Avatars, and the Trust Conundrum" (2014) p. 1 - 35
Available at: http://works.bepress.com/steven-terrell/38/