possible, etc. These design factors fall into five categories: context, group structure, technology, people, and process. First, those structures that comprise the organizational context include education and training, rewards, reviews such as performance evaluation systems, and selection. Second, the virtual team’s structure works to promote task accomplishment through goals, leadership, task design, and social structures. Third, information technology provides the infrastructure for virtual collaboration by allowing teams to communicate and coordinate their work. The challenge here is determining which technologies are appropriate for what tasks and when. Fourth, the people who work in virtual teams should possess certain capabilities to work effectively with others, such as sufficient task related knowledge and skills. Further, team members need to have a tolerance for ambiguity to deal with the unstructured communication that characterizes virtual teamwork. Finally, one’s team and work processes can help or hinder the creation of enabling conditions. This includes the creation of effectives means of communication, decision making, and conflict resolution by leaders and managers. Virtuality and Degree of Differences As explored above, Gibson & Cohen (2003) indicated that the relationship between design factors and enabling conditions is moderated by the degree of virtuality and degree of differences. It follows that the greater the degree of virtuality and degree of differences, the more difficult it will be to establish supportive enabling conditions. The degree of virtuality includes the degree of electronic dependency and geographical dispersion, while the degree of differences includes the degree of variation in culture, language, organization, and function. Outputs The outputs of virtual work include all the things that result from the team’s work processes. These can be organized into two categories: business outcomes and human outcomes. Possible business outcomes are goal achievement, productivity, timeliness, customer satisfaction, organization learning, innovation, and cycle time. Possible human outcomes include team member attitudes such as commitment, satisfaction, and longevity, i.e., the capacity to work together in the future. Often, these judgments of performance are subjective and depend on the team’s manager or other stakeholders in its social system. Studies have found that effectiveness can increase the greater the virtuality of a team, but only when many of the features in the framework are in place. For example, teams which fostered a shared identity by communicating consistently, developing relationships, and openly acknowledging cultural differences were better able to harness the energy and commitment of members. Such strong team identity may help