In workgroups, these are maintained by the larger organization. Communities of interest set their own goals and visions. In workgroups, goals and vision are set by the larger organization. Communities of interest generate and enforce their own rules and codes. The larger organization heavily influences the creation and enforcement of rules and codes in virtual workgroups.
Communities of interest maintain their own reward systems, usually non-monetary.
Virtual workgroups are rewarded by the larger organization, often with monetary implications. Effective virtual workgroups tend to evolve community characteristics. Unless the group becomes an organizational renegade, it takes its direction, gauges its effectiveness, and gains its rewards from the larger organization. Self-forming intranet communities can provide tangible benefits. For example, a friend in the banking industry has seen his share of acquisitions as a senior technology vice president of Internet technologies.