The purpose of this qualitative exploratory case study was to identify and analyze, trust behaviors used by members of an outsourced virtual team in an on and offshore engagement. The inability to build trust in outsourced engagements can cause serious damage to the collaboration within the virtual team causing it to fail. This study provides outsourcing practitioners with a case study example of what creates a trusting environment in a virtual team. Recognizing behaviors and actions that improve trust will make the collaboration better for both the team member and the engagement as a whole. There are gaps in literature concerning how team members gain the trust of another team member and how they choose to interact. Based on the findings of this study, the researcher identified behaviors and actions that improve confidence, integrity, transparency and expectations improved trust on virtual teams. The study results support a dependency model of individual, technology, team and organization on team trust. The majority of the virtual team members in the study cited that the collaboration technology used both enabled interactions and contributed to miscommunication. Team members further acknowledged an inability to build connections on a personal level when interacting via technology. [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.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]