Abstract
Using a multi-dimensional conceptualization of virtuality, we examined the moderating effects of virtuality facets on virtual teams using a sample of 40 globally distributed virtual teams. In addition, we examined the role of structural supports, transformational leadership, and team composition as inputs to virtual team (VT) processes and performance outcomes. Virtuality dimensions of team isolation and imbalance were found to moderate the relationship between input factors and virtual team processes, whereas spatial distance moderated the relationship between virtual team processes and virtual team performance. Implications of the results for managing virtual teams are discussed.
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