This research addresses the question of whether or not the adoption of a virtual team strategy creates value throughout the duration of a development project. It looks at the context in which communication occurs, and then examines the practices that are effective in facilitating communication performance. The thesis also presents discussions on the emerging new perspective of media synchronicity and its applicability to the analysis of the Nigerian operations of a development programme. Data collection is centred on Enterprise Resource Planning (ERP) activities. With that in consideration, the research adopts a case study design. The technique of template analysis is applied in the analysis of qualitative data. Three work systems involved in the ERP setting (i.e. Applications Development, Business Services and Infrastructure Support) are examined. Empirical analysis shows that communication media characteristics tend to influence an individual’s behaviour. People also behave differently based on the set of tool, policies and practices open to them – and so virtual teams don't all function in the same way. Research outcomes also contribute to managerial practices: it is suggested that enforcing appropriate control mechanisms can be more beneficial in a virtual team than instilling trust. Socio-emotional functions hold important implications for performance within these environments.