locations. One part of the team on one side of the world may be asleep during another part’s normal workday, and the group has to work around this. These issues may be ameliorated by alternating night and morning calls for each location, having two separate meetings for different zones, or asking certain locations to participate in calls at unusual hours. In some cases, the problems arising from differences in relative speed may be attributed instead to a lack of conscientiousness on the part of the slower partners. In fact, a fluctuating feedback cycle is more destructive than a uniformed feedback cycle of a slower pace. Asynchronous communication tends to be more difficult to manage and requires much greater coordination than synchronous communication. As Gibson et al. (2011) found, developing consistent, time-patterned routines of communication may help to build close working relationships. Technology affordances such as a public forum where team members can post and reply to questions may also encourage timely responses and enhance ongoing knowledge transfer. In other instances, low responsiveness stems from cultural norms which dictate how quickly workers are expected to respond and when they can be reached. For example, one study found that Western Australians may express a “can do” attitude and a direct communication style while Jamaicans tend to be more conflict-avoidant in organizational settings and have a more fluid orientation to time. These cultural differences play an important role in how power and status differences are fostered and how they impact participation in teams. Rather than “sweeping them under the rug,” it is important to acknowledge differences in culture or opinion so they can be addressed through adaptation and agreeable solutions. Shared norms which bridge the differences can help resolve potential conflicts in preferences. Virtual teams have also historically highlighted a generational gap, as many older executives and senior managers do not have as much experience with computer technology as their younger counterparts. These senior members must then exert extra energy to catch up to the younger generation and navigate new means of communicating. This difficulty is less pertinent today, as most workers have some level of fluency with digital media and firms often provide training to equalize workers’ knowledge of communication tools. Emerging Issues Covid-19 Pandemic As a result of the Covid-19 pandemic, the virtual dimension of teamwork has gained greater prominence everywhere from social media to academic scholarship. Research on remote work