Most so-called virtual teams are virtual by degree only. The dichotomy of face-to-face versus virtual teams is a research-led phenomenon. Many teams are using combinations of face-to-face communication and ICT, and can be considered transitional or semi-virtual teams. Many of these teams cross multiple boundaries, including those of time, distance, organization and culture. This paper takes an in-depth look at one such ICT-supported distributed team and investigates some of the key issues that arose as it operated across multiple boundaries, in particular ethnic cultural boundaries. This paper answers recent calls for more in-depth and creative cross-culturally framed information systems research, and the findings suggest that while traditional notions of culture are still valuable for lending insight into team member behavior, team culture may also be seen as emergent and negotiated based on a wide range of contextual elements. The paper concludes with an analysis of the important practical lessons learned in this case. The implications for cross-cultural IS research are briefly discussed.