Organizational virtual social networks (OVSN) are virtual spaces developed in organizations that promote collaboration and interaction of people, allowing the creation of new manners of work. They include specific objectives and themes due to their nature. OVSN enable collaboration, communication, knowledge construction and dissemination related to their objectives. Considering the potential benefits mentioned, our study discussed how organizational pressures influence the adoption of OVSN. Institutional Theory was the theoretical foundation of the study. The case study realized was supported by participant observation, interviews and secondary data analysis. Mimetic, normative and coercive pressures allowed us to understand the motivators and inhibitors that influence the participation in OVSN. Results revealed the importance of volunteer participation, the significance of actors’ role when defining actions and systematic work, with the OVSN mediating individual interests and objectives of the organization. Organizational support and resources used to support the activities are other important aspects that influence OVSN adoption. In turn, top managers’ influence, mandatory participation, the role of coordinators and virtual meetings configure inhibitors to the adoption of OVSN.