Chapter 2: Organisational culture: definitions, distinctions and functions
Restricted access

Company success or failure is often attributed to organisational culture. Embodied in the values, norms and deeply held beliefs of employees, and visible in corporate practices, statements, symbols and artefacts, organisational culture shapes employee behaviour and influences firm performance. Linked to everything from shareholder value and higher sales growth to improved implementation of processes to reduced employee turnover and higher levels of employee satisfaction, commitment and wellbeing, organisational culture has been widely studied. Yet it remains a complex and controversial concept. This chapter charts the study of organisational culture and discusses the function and significance of organisational culture to research and practice. In doing so many of the inter-related and often contentious debates about organisational culture are presented. The chapter summarises varied frameworks, theories and definitions of culture, distinguishes the related concepts of sub-cultures, strength and climate, and offers some future directions for studies of organisational culture.

You are not authenticated to view the full text of this chapter or article.

Access options

Get access to the full article by using one of the access options below.

Other access options

Redeem Token

Institutional Login

Log in with Open Athens, Shibboleth, or your institutional credentials

Login via Institutional Access

Personal login

Log in with your Elgar Online account

Login with your Elgar account
Edited by and
Handbook