erproductive as it takes the member away from the local constituency they need to consult for decisions and information. Thus, while the term virtual team can apply to any team of geographically distributed people- even if they are working on routine problems and can travel often for face-to-face team meetings- we are interested in that subset of virtual teams whose objective is innovation without collocation. They believe that it is with these teams that the huge challenge of leadership is particularly acute because the leader has the joint challenge of geographic dispersion and innovative problem solving.
             Teams have become basic units in organizations globally, and their activities are ubiquitous within the organizations, according to journal three. Employees' jobs are increasingly being structured into organizational teams (Simons, Germans, & Ruijters, 2003) in which knowledge sharing has become critical to the teams' success, because knowledge is of paramount importance for them to enhance their competitive advantages. Organizational teams mainly bring numerous benefits for both management and employees, including a method of pooling ideas, facilitating communication, improving workflow, and so on. For the benefits, individuals' job effectiveness in an organizational team remains one of the most perennial and important issues for many practitioners and academics (Yang, Kang, & Mason, 2008).
             Specialized knowledge embedded in personnel is organizations most important asset, and more particularly many employees need to be included on a collaborative team to meet task requirements and increase their individuals' effectiveness in a team (Pardo, Cresswell, Thompson, & Zhang, 2006). A distinctive capability of a team rests on its ability to collaboratively blend efforts of the members from its "competence portfolio" to perform collaboration better than that of its competitors (Nordhaug & Gronhaug, 1994). However, a critical barr...