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The purpose of this paper is to explore the factors that enable work engagement to develop when asynchronous communication is used in virtual team (VT) projects.

Using a qualitative approach, a longitudinal study of an eight-month long VT project was carried out. Data collected included an extensive e-mail archive, project documentation, observation of team meetings and interviews with project members and leaders.

The findings show that VT leaders can actively promote work engagement through the effective use of resources along with appropriate practices that foster its development. They can also sustain and nourish work engagement throughout the different phases of the VT lifecycle project.

The study has examined work engagement in asynchronous mediated settings. Future work should involve studying the effect of …