In this article we propose to go beyond the dichotomy of virtual vs collocated teams to look instead at virtuality in teams. In so doing, we argue that technology-mediated interactions do not substitute but rather complement face-to-face interactions.We adopt a definition of virtuality in teams based on discontinuities and pursue an understanding of their dynamics in an in-depth case study of an inter-organizational virtual centre of excellence.The findings present evidence suggesting the formation of 'virtual continuities' that mitigate the effects that create discontinuities. This, we argue, enriches our understanding of the complex dynamics of virtuality. The theoretical implications are discussed.