Abstract
Drawing upon social cognitive theory, this research postulates critical team characteristics and environmental factors as key drivers of team performance in virtual contexts. In the proposed model of this study, team performance is positively related to four antecedents (i.e., team efficacy, collective outcome expectation, emotional intelligence climate, and procedural justice climate) directly and indirectly via the mediation of team planning. An empirical testing of this research, by investigating working professionals in high-tech industries, suggests the applicability of social cognitive theory in understanding team performance in virtual teaming contexts. Last, managerial implications about future virtual teaming and limitations of this research are provided.
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