Nowadays, organizations´ structures need to be more flexible than ever before. The main reasons for this are their presence in global markets, the development of new information technologies and the impact of the world economic crisis.
Is in this context where virtual work teams emerge, offering a competitive advantage over conventional teams. This advantage is reflected in their capability to add the newest information technologies to the organizations. On the other hand it reduces time and space restrictions, creating new work spaces and ways to face new business demands.
Virtual teams are conceptualized as work teams that differ from the conventional ones in several aspects:
a)  Their interaction takes place mainly through computer mediated communication systems.
b)  Their members do not usually meet face to face and work in different locations and time frames
c)  The members of a virtual team easily change in order for the team to fulfill the requirements of upcoming tasks and projects.
Due to the spatial distance that physically separates the team and the computer mediated communication, there are several aspects that can influence the team performance, such as the roles assignment, the communication quality or other technological factors.
What to do for a virtual team to be successful?
First, the existence of initial training sessions in the form of face to face group meetings so the team members can get to know each other. Before beginning to work virtually, one or more meetings to work in key aspects (e.g. decision making) will make things easier and more productive for future virtual teamwork. Success obtained by these teams may depend on the quality of this initial training.
Second, clarification of roles and team processes to increase efficiency. Communication is one of the most important aspects for these kinds of teams since their member are based far way from each other: an adequate planning of the communication process is of paramount importance. On the other hand, leadership capable of making the most of the strengths derived from virtual work is necessary; however, always overcoming those difficulties that physical distance between the team members can lead to. The leader has not only to coordinate tasks, but also define processes and look after control and emotional aspects of the team. Training before the team starts to work, well-defined processes, well-established communication channels and an adequate leadership are the keys for efficiency and success within virtual work teams.
Our challenge is now to know how new forms of work affect team performance, how technology influences team processes and results, and what possible strategies to optimize the performance of this type of work teams we can follow.
-    Cohen, S. y Gibson, C. (2003). Virtual teams that work: Creating Conditions for Virtual Team Effectiveness. Jossey Bass.
-    Kozlowski, S. W. J. y Bell, B. (2003). Work groups and teams in organizations. En Borman, W. C., Ilgen D. R. y R. J. Klimonski (2006), Industrial and Organizational Psychology, 333-375.