The digital transformation of work has positioned social media platforms and virtual networks as core infrastructures through which organizational behavior (OB) is enacted, observed, and evaluated. This narrative review synthesizes peer-reviewed research published to integrate evidence on how enterprise and professional social media, as well as virtual collaboration systems, reshape internal communication, employee engagement, team collaboration, leadership processes, knowledge sharing, and well-being. Across the literature, digitally mediated work is best understood as a dual-edged behavioral environment. Work-oriented platform use can enhance communication effectiveness through media synchronicity, strengthen organizational identification via visible social support, and improve performance partly through extra-role behaviors and accelerated knowledge exchange. Conversely, persistent visibility and asynchronous connectivity can intensify social comparison, foster envy and ego depletion, and encourage counterproductive outcomes such as knowledge hiding and cyber-loafing. Virtual networks enable geographically dispersed collaboration but also amplify temporal distance, cue reduction, and coordination costs, making relational climates and digitally enacted leadership especially consequential. By synthesizing these findings thematically and highlighting tensions, trade-offs, and feedback loops, the review clarifies how digital platforms simultaneously operate as job resources and job demands. Practical implications emphasize governance that supports constructive norms, boundary clarity, and developmental (not surveillance-driven) use of digital trace data.
