In this way, the content of the conversation is continually being influenced but never controlled by individual teleworkers. Telework culture is thus composed of the partial and temporary set of agreements members reach about a network's current values, norms, and beliefs. It offers a common ground to foster interactions among the various team members involved in a particular project. By using e-mail, groups of workers can easily add members. This attribute generates an acceptance and expectation of fluid memberships.
Members can jump in and out of chatrooms after they have made their contributions.
And at any point in time, teleworkers may in fact be members of several groups. A chief financial officer may simultaneously be teleworking with a company's treasury staff on the budget and sitting in on a branding strategy meeting. Consequently, teleworkers' experiences from one work group impact processes in other groups. The same individual may be running one task group and merely observing another. Best practices gleaned from one group may be tried out in another.