The COVID-19 pandemic (COVID-19), prompted changes in how businesses, schools, and governments around the world operate. One such change has been the widespread shift to virtual environments as a means through which individuals interact. COVID-19 has challenged the work standards of organizations, people, and teams. In doing so, it has also presented opportunities to examine how widespread teleworking and virtual teams keep organizations afloat and competitive. It is critical that team members can adapt to virtual environments (Cordes, 2016), and that may prove difficult in an emergency. In the emergency conditions resulting from COVID-19, coupled with the existing trend toward the integration of virtual teams into organizations and their operations, understanding how these teams learn is also important. This study explored how virtual team learning was impacted by sudden and unexpected organizational changes resulting from COVID-19. This is important in the building of foundational information upon which organizations can base new policies and practices to implement in times of sudden change/crisis, as well as build a framework for employees through which issues with work design, team collaboration, and team learning can be resolved (DeLeon., 2020). The data gathered from virtual team members as a result of this study will also be useful to teleworking and virtual team program managers, organizational development professionals, and human resource practitioners. Organizations may utilize research on virtual teams to reduce failure both during normal operations and crises (Whillans et al., 2021). [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com.bibliotheek.ehb.be/en-US/products/dissertations/individuals.shtml.]