Virtual teams are increasingly viewed as a powerful determinant of competitive advantage in geographically distributed organizations. This study was designed to provide insights into the interdependencies between virtual collaboration, collaboration technologies, knowledge transfer, and virtual team performance in an effort to understand whether this interplay strengthens the effectiveness of virtual teams. The results of path analysis and multiple regression of data gathered from a sample of 219 key informants revealed that the four constructs were interlaced. The study provided evidence to support the thesis that virtual collaboration and collaboration technologies support lead to successful knowledge transfer, which in turn leads to effective team performance in geographically distributed organizations. The study findings substantiated the interrelationships and confirmed the predicted alternative hypotheses. Based on social impact theory, the study shed light on the importance of a holistic approach encompassing the four constructs to maximize the beneficial effects of virtual teams. The researcher concluded that the significance of the relationships between the variables implies a strategic planning framework for aligning virtual collaborative systems with organizational goals. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]