Abstract
Major parts of teams deployed in contemporary organisations to some extent possess the attributes of virtuality. In this context, at high levels of virtuality, team requirements become quite different from those of face-to-face teams. Thus, evaluating virtuality in teams is a key prerequisite for assessing its requirements and defining the applicable managerial policies. Nonetheless, the concept of virtuality in teams has remained elusive within the extant literature. To address this, this paper deploys a qualitative meta-analysis to synthesise the relevant findings drawing upon an exhaustive review of the literature. The study conceptualises the phenomenon of virtuality through proposing a conceptual framework for evaluating the level of virtuality in teams. This paper contributes to the field by offering further insight into the concept of virtuality and directs future investigations by providing the ground for validating the presented conceptual model.
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