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Four Organizational Culture Types PDF
Four Organizational Culture Types PDF
Bruce M. Tharp
04.09
Four Organizational
Culture Types
FLEXIBILITY
DISCRETION
DYNAMISM
EXTERNAL FOCUS
DIFFERENTIATION
RIVALRY
INTERNAL FOCUS
INTEGRATION
UNITY
STABILITY
ORDER
CONTROL
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Further work on defining how each of the four quadrants (formed by combining these two dimensions) is
related to company characteristics was conducted by
Kim Cameron and Robert Quinn (1999). Each quadrant represents those features a company feels is the
best and most appropriate way to operate. In other
words these quadrants represent their basic assumptions,
beliefs, and valuesthe stuff of culture. None of the
quadrantsCollaborate (clan), Create (adhocracy),
Control (hierarchy), and Compete (market)is inherently
better than another just as no culture is necessarily
better than another. But, some cultures might be more
appropriate in certain contexts than others. The key to
using culture to improve performance lies in matching
culture or attributes to organizational goals.
CONTROL (HIERARCHY)
COLLABORATE (CLAN)
COMPETE (MARKET)
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REFERENCES:
Cameron, Kim S. and Quinn, Robert E. (1999),
Diagnosing and Changing Organizational Culture.
New York: Addison-Wesley.
Campbell, John P., Brownas, E.A., Peterson, N.G., and
Dunnette, M.D. (1974), The Measurement of
Organizational Effectiveness: A Review of Relevant
Research and Opinion. Minneapolis: Final Report, Navy
Personnel Research and Development Center,
Personnel Decisions.
Fekete, S., Keith, L. (2001), Companies are People, Too:
Discover, Develop, and Grow Your Companys
Personality. New York: Wiley.
Gregory, K. (1983), Native-view Paradigms: Multiple
Cultures and Culture Conflicts in Organizations.
Administrative Science Quarterly, 28: 359-376.
Louis, M. (1983), Organizations as Culture-bearing
Milieux, in Pondy L.R., Frost, P.M., Morgan, G.,
Dandridge, T.C. (1983) Organizational Symbolism.
Greenwich, CT: JAI, 39-54.
Martin, J., Siehl C. (1983), Organizational Culture and
Counter-Culture: An Uneasy Symbiosis. Organizational
Dynamics, 12(2): 52-64.
Quinn, Cameron and Rohrbaugh, John (1983), A spatial model of effectiveness criteria: Towards a competing
values approach to organizational analysis.
Management Science, 29(3): 336-377.
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