As the world becomes a worldwide network, teams which are distributed across several continents and connected through technologies, have to carry out common projects. How may people form a cohesive team as they are standing at distance, have been socialised in different cultures, belong to various institutions and have diverse professional identities? This article draws upon the empirical study of three virtual teams in the telecommunication industry. It analyses the processes of management, leardership and commuication in these teas and their effects on the social dynamics. Although they face several obstacles to commitment, social identification and the development of a sens of belo,ging, some virtual projects may appropriately be called teams.