ding key design aspects of the project. Through their increased communication, it is not hard to conceive that they generated a greater number of high-quality and creative ideas. Additionally, and maybe as a consequence of the increased amount of messages, the high-performance teams spent time summarizing their work and sharing these summaries with their teammates. Although the high- and low-performance teams did not differ in the amount of messages concerning team management, the summaries served a coordination function by keeping members apprised of their teammates’ ideas and progress. These summaries also appear to be key when preparing the final design report. Inspection of the transcripts shows that much of the design reports came directly from the text of comments, many of which were summary comments. In three of the four high-performing teams, the leaders did the summarization. In the fourth team, another team member did the summarization and thus was an emergent leader. In the low-performing teams, the leaders did not do any summarization at all. Thus, it is plausible that this simple act of summarizing work, coupled with the not-so-simple act of putting forth more effort, were key aspects of the success of the high-performance virtual design teams.
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