In journal one, virtual teams, understood as teams with geographically dispersed members communicating primarily by use of information and communication technologies (ICT), have become a viable form for work in innovation projects involving one or several organizations. Knowledge development and creation of a shared understanding among team members are often stressed as fundamental to successful innovation processes. Several important factors related to the use of ICT in teams working on innovation projects are highlighted. A conceptual model and directions for future research based on a literature review are proposed. Practical implications - Based on the discussion, a conceptual model is presented which highlights the need for well-functioning computer-mediated team interaction in order to realize the innovation potential of organizations. Journal one emphasizes the reciprocal significance of knowledge access and knowledge exploitation for organizations' innovation capabilities, and discusses how ICT impacts on both aspects.
             In journal two, authors Malhotra, Majchrzak and Rosen define virtual teams as teams whose members are geographically distributed, requiring them to work together through electronic means with minimal face-to-face interaction. Often, virtual teams consist of cross-functional members working on highly interdependent tasks and sharing responsibility for team outcomes. More and more, the deployment of virtual teams in organizations requires some level of team-based innovation to leverage and integrate diverse expertise, for example, functional/organizational/regional expertise and to generate an innovative product, process, or business strategy. (Lipnack & Stamps, 2000; Du- arte & Snyder, 1999; & Townsend, DeMarie, & Hendrickson, 1998). Individuals placed on virtual teams are invaluable in terms of their expertise to the organization. Consequently, travel even for short face-to-face team meetings is count...