Trust in a virtual team is hard to build than to destroy. Certain conditions must be met for trust to appear and be nurtured. Such conditions include social context, shared culture, and values (physical proximity, time, and information exchange). In a virtual team, trust is based on the ability to deliver a task or work than on interpersonal relationships between team members. For trust to exist in a virtual team, all members of that particular team are supposed to fulfill their duties with integrity and competence and behave in a predictable and consistent manner.
One way in which trust can be promoted in a virtual team is to group together all employees into smaller groups and to make their tenure belong. This will encourage virtual members to know each other better. For example, if a member knows that he/she will have a longer tenure in a particular team, he/she will put more effort into creating a lasting relationship with other members of the group. Thus, the prospect of a team member spending more time with other team members will discourage bad behaviors in the virtual team.
Proper structures should exist in a virtual team. In the virtual team, there should be a proper balance between trust and level of structure. These will reduce the doubt that exists in the virtual teams.
Stereotype behaviors should be discouraged in the virtual team. All team members should realize all members are human beings and have similar problems, despite having different cultural backgrounds. This will help to build trust and, at the same time, create closeness in the virtual team.