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The purpose of the paper is to examine how media synchronicity facilitates the emergence of social exchange (i.e. trust and reciprocity) in organizations’ information and communication technology (ICT)-mediated interactions. A model of media synchronicity in organizational social exchange (MSiOSE) is proposed.

The paper has a design and review approach. The theoretical analysis is based on social exchange theory (SET) and media synchronicity theory (MST).

The authors propose that, in general, social exchange benefits from both asynchronous and synchronous communication processes. However, media synchronicity has different boundary conditions (i.e. pros and cons) in relation to the emergence of social exchange, determined in accordance with the mutually interacting patterns of trust and reciprocity predicted by SET. The authors provide testable theoretical propositions to support the analysis.

Social exchange is a critical business factor for organizations due to its well-known positive outcomes, such as the strengthening of social ties. The need for successful social exchange in remote work conditions is particularly emphasized. However, with regard to the communication and behavioral patterns that lead to social exchange via ICT, the theoretical understanding is limited. The study reveals previously unmapped heuristics between social exchange and physical media capabilities. Thus, the study's propositions can be used to study and analyze social exchange in the ever-changing media landscape. As a practical contribution, the study helps organizations to improve their communication strategies and use of ICT.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.