Does virtuality increase social capital within an organization?

The purpose of this article is to examine the relationship between virtuality and social capital. Does virtuality decrease the strength of individuals' social ties? Or does virtuality increase social capital by expanding the range of individuals' social networks? To address these questions, first, we identify the properties of virtuality, whose definition still varies in a variety of research settings and at a variety of units of analysis. Second, we develop a conceptual framework that explores the links between virtuality and social capital. By combining the concept of weak ties from social network research and the notion of virtuality from the IS literature, we suggest a new perspective on virtual work: more virtuality leads to more social capital when the bridging relationships based on weak ties are maximized.