given point in time, as each technology brings with it a number of affordances as well as constraints for interaction. An affordance is a purpose for use, and technology affordances refer to the mutually supportive relationship between human-endowed purposes to an activity and the technology use. Importantly, the need for certain affordances change over time as teams’ tasks evolve. Gibson and her colleagues (2021) found that teams which were the most successful in progressing across different knowledge management activities used a “dynamic connection repertoire”, which is symbiotic with the nature of the task as it evolves over time. Rather than keeping a static technology repertoire, teams which co-evolved their purpose and technology affordances were better able to sustain effectiveness. A series of psychosocial cues were identified by Gibson and her colleagues, which signal the need to shift to different technologies, because the current technology use is failing to meet the teams’ needs. These cues pertained to how well information was being shared and understood by all team members, and the extent to which members were engaged in the team. Technologies which allow for higher media richness, such as video and screen-sharing, can help reduce inconsistencies in context and make communication more personal and effective. Performance Management As time progresses in a virtual team, work effectiveness and a constructive team climate also have to be maintained using performance management strategies, such as those associated with leadership, conflict within virtual teams, and team members' motivation. Leadership is a central challenge in virtual teams, as direct control is difficult when team managers are not at the same location as the team members. As a consequence, delegative management principles are considered that shift parts of classic managerial functions to the team members. However, team members only accept and fulfill such managerial functions when they are motivated and identify with the team and its goals, which is typically more difficult to achieve in virtual teams.Empirical research summarizes three leadership approaches that differ in the degree of team member autonomy: (1) electronic monitoring as an attempt to realize directive leadership over distance, (2) management by objectives (MBO) as an example for delegative leadership principles, and (3) self-managing teams as an example for rather autonomous teamwork. With regard to conflict, predominant research issues have been conflict escalation and disinhibited communication (“flaming”), the fit between communication media and communication contents, and the role of non-job-related communication. One of