The importance of individuals returns the search for effective policies to the issue of organisational culture. Virtual partners are freed from the restraints of being part of an employer culture. Yet if the business is to maintain a distinctive character, which translates into a sustainable brand image for its market, there must be a culture that will govern and support a consistent quality and style of contribution within the virtual network.
Evidence from organisations that have been successful supports the need for some well-established techniques to be maintained. Examples that work include facilities for social contact; a tangible base that can be regarded as the Home Office - even if never visited; tokens of association (as simple as a corporate coffee mug or a wall plaque for the study); and recognition programmes that identify exemplary contributions. Where the virtual company network includes complete businesses the interchange of executives between partner organisations also generates common purpose and culture.
Nor does a virtual company need to be remote, although it can be. DTI policy on clustering for start-up businesses stems from American experience that proximity improves performance. Companies benefit from a pool of relevant resources that develop naturally around a group of people engaged in similar activities.
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