Though we often take
it for granted, we often think of organizational culture as occurring in
a physical location. For enduring utility, the concept needs an
extension to encompass alternative conceptualizations. As such, this
paper includes contributions from organizational culture (Schein,
Chatman, Spillman, Martin), virtual work (Wiesenfeld, Raghuram, and
Garud, Cummings, Wilson) and anthropology (Anderson and Appadurai),
among others to develop a framework for maintaining organizational
culture without a physical environment. Using data from a qualitative
and quantitative case study, I explore whether a small, completely
virtual organization can maintain a shared imagined community using
selection, socialization, and other processes needed to compensate for
being completely virtual.