to allow for constructive controversy which enables the open sharing of views, knowledge and perspective coinciding with members’ identities. As Gibson and co-authors (2020) found, teams with high resilience, tolerance for ambiguity, and strong team identification experienced less intrapersonal identity conflict and therefore thrived more at work. Likewise, formalization processes that help to establish the global team as a source of identity, such as implementing rules and procedures early on and clarifying team boundaries, increase knowledge sharing and thus improve team effectiveness. Gibson and her colleagues (2021) further found that virtual teams were more effective when they were able to recognize cues indicating when existing technologies had become constraints and strategically change their technology affordances to accommodate shifts in knowledge management activities. Teams which used a “dynamic connection repertoire” to co-evolve their purpose and technology were highly successful, as opposed to teams which failed to shift to different technologies as task needs changed. Other studies have compared students working in purely virtual teams to purely face-to-face teams and found mixed results. Tan et al. found that teams which used their dialogue technique were more satisfied with decisions made in the team. One study found that a traditional team started out more satisfied than a virtual team. Then, in less than a year, the satisfaction of the virtual team rose and exceeded the satisfaction of the traditional team. Women were more satisfied than men with virtual teams and were also more satisfied compared to women in face-to-face teams. Team members that were more satisfied were more likely to have had training and used more communication methods compared to unsatisfied team members. Types The most common types of virtual teams include: 1. Networked teams 2. Parallel teams 3. Project development teams 4. Work, production or functional teams 5. Service teams 6. Offshore ISD teams 7. Global Virtual Teams Networked teams Generally, networked teams are geographically distributed and not necessarily from the same organization. These teams are frequently created and just as frequently dissolved; they are usually formed to discuss specific topics where members from the area of expertise, possibly from different organizations, pitch their ideas in the same discussion. Depending on the complexity of the issue, additional members to the team may be added at any time. The duration these teams last may vary significantly depending on how fast or slow the issue is resolved. Parallel teams Parallel teams are highly task