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In this paper, we consider the extent to which what we have learned over the years about traditional work teams is applicable to virtual teams. We do so by examining how geographic and temporal virtuality will impact team processes, psychosocial states, and performance. We show that two primary consequences of virtuality--mediated communication and unshared context--serve as conduits for this impact. For several robust variables from prior research, we illustrate how virtuality may challenge our understanding of teams. In particular, we illustrate how team cohesion, conflict, and participation will be different on virtual teams than on traditional teams. The model of virtual team performance formed by our propositions predicts poorer performance for virtual teams as compared to traditional teams, an outcome that is made worse for more interdependent teams. Virtual teams may nonetheless provide certain advantages by, for example, facilitating access to distributed expertise or enabling around-the-clock work. Thus, we discuss how structuring team interdependence may prove instrumental for limiting the negative effects of virtuality so that the benefits of virtual teams might be reaped. We conclude with ideas for future research on virtual teams.
Hinds et al. (Tue,) studied this question.