Organizations are increasingly using virtual teams to gain competitive advantages in the marketplace, but managers face a tradeoff between the benefits that such virtual teams provide and their inherent weaknesses. This paper examines identity communication in virtual environments, arguing that identity communication can counteract some of the negative aspects of virtual teamwork. Using coded transcriptions from 35 semi-structured interviews with working professionals who participate in virtual teams, we explore the process of identity communication in virtual teams and the role of technology in influencing and enabling these processes. Using established identity and media theories as a guide, we formulate, and then refine, a framework to summarize consistent themes in the interview data. Our findings lay the groundwork for future theoretical development in this relevant area of research, and we argue that further advances in this domain will allow organizations to more effectively leverage a virtual workforce with effective collaboration technologies.