Current research has established the importance of establishing individual trust in global virtual teams to achieve project success. Global virtual teams (GVTs) emerged as a result of the growth of multi-national corporations (MNCs) conducting business operations in more than one country. This research explores eliminating the need to establish individual trust among the members of short-lived global virtual teams and suggests an institutional trust in the project’s processes can suffice. Beginning with an exploration of various aspects of trust, it draws from the current literature on individual and institutional trust in the real and virtual worlds. The data were gathered using two versions of an online survey administered to global virtual teams working for Infosys®, Inc., a global leader in technology services and consulting. The analysis was limited to small, short-lived Information Technology (IT) virtual teams of four to six members. Survey responses were received from 273 managers and 195 virtual team members. The results found support for institutional trust in the process, established through the team members’ favorable perception of their project’s online processes, as having a significant effect on supporting both individual trust among the team members, as well as ensuring project success. The paper concludes with potential costs and benefits to multi-national companies in their management and training of virtual teams. Finally, I provide suggestions for further research into the elimination of trust building exercises for short-lived virtual teams, as well as implications of these results for academicians and practitioners. Key words: trust, trustworthiness, reliance, process knowledge, multi-national Companies (MNCs), global virtual teams, computer-mediated environments / Business Administration/Strategic Management