Advances in ICT have led to the proliferation of new organizational forms such as the virtual organization (VO). While ICT is seen as the key enabler of VO, its notion in the literature remains quite generic. Moreover, the VO itself is not well understood with regards to the work practices at the group level. Using a case study approach we investigate a subsidiary of a large multi-national corporation, which resembles the typical structures associated with a VO: a distinction between a long-term pool of competencies and the flexible configuration of geographically dispersed, short-term projects. The contribution of our study is twofold: first, we provide an empirical account of communication practices (and their differences) in VO pool and projects, based on a genre analysis. Second, we discuss appropriate e-collaboration systems to support these communication practices. We conclude with implications for future research.