Team virtuality is an important factor that is gaining prominence in the literature on teams. Departing from previous research that focused on geographic dispersion, the authors define team virtuality as the extent to which team members use virtual tools to coordinate and execute team processes, the amount of informational value provided by such tools, and the synchronicity of team member virtual interaction. The authors identify the key factors that lead groups to higher levels of team virtuality and the implications of their model for management theory and practice.
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