This paper shows how popular 'structure-driven' approaches fail those who use and design virtual teams, and presents 'organisational virtuality' a conceptual framework which is may be used to understand the ways in which advanced ICTs and face-to-face meetings are used to support communication between users of shared virtual environments. It is argued that if knowledge exchange requires the sharing of contexts, then virtual teams may only be innovative if the contexts (space, time, community) which are not shared between them are re-personalised, through a mediated sense of telepresence, temporal telepresence and telecommunity.
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