In this paper we discuss the role of silence within a virtual organising context. The paper raises issues related to the construction of silence in the virtual team context and the implications it has on team interactions. By drawing upon existing studies on virtual teams, we argue that members' silence may not always have negative effects on team performance and team relationships, but that silence is an embedded part of this environment as it reinforces the very nature of virtuality. The theoretical and practical significance of this study are discussed and implications for further research are identified.