Culture is an essential part of any organization of any kind. However, virtual organizations need to be even more vigilant about this idea, as they involve joint management of the team of self-employed people from around the world. Virtual organizations need to find a way to overcome cultural differences that involve different approaches to work (such as time and time) and life (. B, for example, punctuality), in other words, unique philosophies. Therefore, the virtual organization must respect the differences between the teams.  Organizations that study the structure of the VPPA generally focus on sustainable business practices, reducing the carbon footprint and investing in renewable energy. As with any investment, the impact of these “green” initiatives is important in assessing their real return on investment. For example, the purchase of unbundled UC is a low-solution solution to meet renewable energy targets. These RECSs are easily accessible, can come from new or existing resources anywhere in the county, from any “renewable” energy resource. The signing of a synthetic AAE with a new solar project is much more efficient, because the long-term contractual obligation to purchase the project`s energy allows the development of the project and the inclusion of the grouped UC recognizes the production of clean electricity.
This allows companies to assert that their purchase of renewable energy has a direct and significant influence on the addition of a new renewable energy project. These effects lead to significant marketing and branding opportunities, and organizations are certainly jumping with it on board. Knowledge management technologies that support virtual organizations include: Virtual can be defined as “not physically present as such, but can be done by software to do so” in other words, “unreal but real.”  This definition accurately describes the guiding principle of this unconventional organization, which maintains the form of a genuine (conventional) external enterprise but does not physically exist and involves an entirely digital process based on collaborators independent of the Web.  Thus, virtual organizations focus on technology and physical presence in the background. Virtual organizations have limited physical resources because value is generated by knowledge (mobile) and not by equipment (immobile).  A virtual organization is a temporary or permanent collection of individuals, groups, organizational entities or entire organizations that need an electronic link to complete the production process (definition of work). Virtual organizations are not an attribute of a business, but can be seen as another form of organization and achieve the goals of cyber diplomacy. A virtual AAE is a contractual structure in which a buyer (or buyer) agrees to purchase the renewable energy of a project at a price agreed in advance. In dieser Vereinbarung erh-lt das Solarprojekt im Versorgungsma-stab den Marktpreis zum Zeitpunkt des Energieverkaufs. As has already been said, there is not yet a universal definition of virtual organization. Although this concept evolved a long time ago, it continues to progress today. We can observe below the model of the innovative virtual organization, which focuses on the rapid and efficient creation of first class products (with each basic skill of the partner).
 Virtual organizations are entirely dependent on technology because they are entirely based on the internet. It is more than necessary for people participating in a partnership to have similar technological tools from their employees. Hardware and software compatibility issues, such as the operating system and software of a number of computers, can disrupt the effectiveness of the virtual organization. For example, the occurrence of incompatibility problems (difficulties in integrating information generated by different tools) with respect to hardware or software would have a significant impact on the process and performance of the organizations