If teleworkers view the firm's actions as isolating, alienating, exploitative, and devoid of human sensitivity, an unhealthy culture will develop. In contrast, if the organization makes telecommuting assignments with the intent of developing the firm's human capital faster, telecommuters may be seen to be among the privileged elite. And as teleworkers anticipate and enjoy their relative independence and flexibility, they may feel empowered and develop unique cultures supportive of their work activities. A teleworking company will differ, by its very nature, from a traditional organization company. Organization culture is built upon the ground of specified locations, determined tasks and bounded social units.
Members build a shared identity based on daily personal contact.
It is solid. You can see, touch, and feel it. As a result, it is more likely to produce an enduring organizational identity. The telework culture, by contrast, is built upon the ground of individuals with computers working intensively on assigned tasks. It's more amorphous.