Ten years ago, Martins, Gilson, and Maynard reviewed the emerging virtual team (VT) literature. Given the proliferation of new communication technologies and the increased usage of work teams, it is hardly surprising that the last decade has seen an influx of VT research. In this review, we organize the last 10 years of empirical work around 10 main themes: research design, team inputs, team virtuality, technology, globalization, leadership, mediators and moderators, trust, outcomes, and ways to enhance VT success. These themes emerged inductively because they either represent areas with consistent results, a large proliferation of studies, or a grouping of studies and results that differed from where the literature stood a decade ago. Following the review section, we turn our attention toward 10 opportunities for future research: study setting, generational impacts, methodological considerations, new and emerging technologies, member mobility, subgroups, team adaptation, transition processes and planning, creativity, and team member well-being. Some of these opportunities emerged from our review of the extant VT literature; others are grounded in the broader team literature, are unresolved theoretical issues, or were linked to insights discussed within the VT practitioner literature. Within the domain of VTs, technological innovation continues to advance the way team members interact and enable individuals who previously could not be connected to work together as a team. Accordingly, VTs provide great promise to organizations, and the field continues to be rich with research opportunities for the coming decade(s).

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Purpose -Knowledge work (KW) is a well-researched topic. However, KW is difficult to measure and little consensus has been reached on elements that affect knowledge work productivity on a team level. The current theories neglect teams working in distributed geographical areas. The purpose of the paper is to integrate recent literature on knowledge work productivity (KWP) in distributed teams and give an overview of the elements affecting it. Design/methodology/approach -The paper presents an overview of research performed in the field of knowledge work productivity. The authors integrate theories of different fields of management theory (knowledge management, intellectual capital and learning), and work and organizational psychology. This paper answers three questions: What is knowledge work? What is knowledge work productivity? Which elements hinder or enable knowledge work productivity in distributed teams of global technology companies?Findings -The authors define the crucial elements that either hinder or enable KWP: team tasks, team structure and processes, the physical, virtual and social workspaces as well as organizational context. The paper presents an integrative model of KWP in distributed teams of global technology companies. Practical implications -Distributed teams are common in global companies. By understanding the elements that affect KWP, companies can stimulate or decrease specific elements in order to improve productivity of their distributed knowledge workers.Originality/value -This paper integrates theories from different disciplines in order to create an understanding about knowledge work and its productivity for further research.

Working in multiple locations creates continuously changing physical, virtual and social settings for mobile employees. This paper shows, by exploring locally and globally moving employees, that changing environments arouse varying perceptions of both well-being and stress. The identification of mental workload factors is necessary both for working in and managing mobile, multi-locational work.