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Purpose – The purpose of this paper is to investigate the influence of social media on employees’ work performance, as well as the underlying mechanism for how they create value at work. Design/methodology/approach – Based on media synchronicity and social capital theories, the authors propose that social media can foster employees’ social capital and subsequently facilitate knowledge transfer. Both social capital and knowledge transfer help promote work performance. Specifically, the authors adopt shared vision, network ties and trust to represent, respectively, the cognitive, structural and relational dimensions of social capital. The research model is tested using data collected from 379 Chinese working professionals. Findings – The empirical results reveal that social media can promote the formation of employees’ social capital indicated by network ties, shared vision and trust, which, in turn, can facilitate knowledge transfer. Shared vision and knowledge transfer positively influence work performance. Although network ties and trust do not have a direct impact on work performance, the influence is partially mediated by knowledge transfer. Practical implications – For organizations that wish to build knowledge networks in the workplace, connecting experts with various social media can effectively complement other knowledge management technology. Further, managers should encourage employees to consciously exploit the byproducts created via social media, e.g., social capital, to promote knowledge exchange. Originality/value – The integration of media synchronicity and social capital theories offers a new theoretical lens and reasonable explanations for investigating communication performance. The research offers empirical evidence regarding how the influence of social media on work performance is transmitted through social capital and knowledge transfer. The authors quantify social media’s benefits for organizations, providing managers an impetus to deploy them in the workplace with optimistic expectation.

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Executive Overview Advances in technology and group-collaboration software have promoted the use of Global Virtual Teams (GVTs). Because of these and other developments, managers face an increasingly diverse cultural landscape. Differences in GVT members' perceptions of time, or time visions, subtly influence the team's dynamics and performance. Time visions must be managed in order for the full potential of the GVT to be realized. This article explores the different dimensions that are typically employed when defining time. These dimensions are then combined to form four examples of cultural time visions. Three major problems associated with differing time visions in GVTs are identified, and approachesfor dealing with these problems in multicultural GVTs are suggested.