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1. knowledge+research
08.2005
Annotated Bibliography
Bruce M. Tharp
ORGANIZATIONAL CULTURE ANNOTATED
BIBLIOGRAPHY
ORGANIZATIONAL CULTURE—GENERAL
Schein, Edgar H. (1999) The Corporate Culture
Survival Guide: Sense and Nonsense about
Cultural Change. San Francisco: Jossey-Bass.
A distillation of the author’s forty years of
experience with organizational development
theory and practice, this book moves from the
very basics to strategies for planned change.
Unlike others who prescribe cultural assessment
instruments based upon surveys, Schein is an
advocate of a focus group approach. The book
is very approachable, yet potent.
Alvesson, Mats (2002) Understanding
Organizational Culture. London: Sage
Publications.
A detailed approach to organizational culture,
beginning with the most basic underlying
assumptions. As an academic publication it
presents salient and conflicting perspectives. It
includes a chapter on culture and performance,
leadership, and change. The book is readable
but dense.
Ashkanasy, Neal M., Wilderom, Celeste, P.M., and
Peterson, Mark F., (Eds.) (2000) Handbook of
Organizational Culture & Climate. New York:
Sage Publications.
Edited overview of the most salient issues
regarding organizational culture. Attention is
also focused on differentiation between culture
and climate. Topics range from the academic
and practical foundations to issues of
assessment and implementation of change
programs. While approachable, this is an
academically-oriented text rife with citations.
Cooper, Cary L., Cartwright, Sue, Earley,
Christopher P. (2001) The International
Handbook of Organizational Culture and
Climate. New York: John Wiley & Sons.
Edited overview of the most salient issues
regarding organizational culture—quite similar
to Ashkanasy, et. al. (2000). Also includes
chapters on innovation and an international
perspective. While approachable, this is an
academically-oriented text rife with citations.
Druckman, Daniel; Singer, Jerome E.; and Van
Cott, Harold (Eds.). (1997) “Organizational
Culture,” in Enhancing Organizational
Performance. Washington, D.C.: National
Research Council.

2. Commissioned by the US Army, the
text which includes this chapter on
organizational culture, is approachable
with academic citations. This chapter
gives a good overview that touches upon
the most salient issues: the notion of culture,
the culture-performance link, measuring
culture, and change programs. It leans on
Edgar Schein’s work and includes Cameron
and Quinn’s (1999, see above) four
organizational culture types.
DIAGNOSING ORGANIZATIONAL CULTURE
Cameron, Kim S., Quinn, Robert E. (1999)
Diagnosing and Changing Organizational
Culture. New York: Addison Wesley.
Discusses the development and use of their
popular Organizational Culture Assessment
Instrument (OCAI). This survey instrument
assesses both actual and preferred
attributes of an organization in six key
areas: dominant characteristics, leadership,
management, organizational “glue,”
strategic emphases, and criteria for success.
A program for using the instrument for
cultural change is also presented. The book
is approachable with many examples of
their work and academic citations.
Saxby, Carl L., Parker, Kevin R., Nitse, Philip S.,
and Dishman, Paul L. (2002) “Environmental
scanning and organizational culture,” in
Marketing Intelligence and Planning. 20(1).
28-34.
This article builds upon the Competing
Values Framework model of four
organizational culture types described by
Deshpande et al. (1993). Concerned with
issues of organizations understanding their
business environment and relating these
with general strategy, they augment each
of the Competing Values Framework
quadrant descriptions.
Quinn, Robert E. and Rohrbaugh, John
(1983) “A Spatial Model of Effectiveness
Criteria: Towards a Competing Values
Approach to Organizational Analysis,” in
Management Science, Vol. 29, No. 3. 363-
377.
In this award-winning article, the authors
distill previous research down to two
primary axes on which organizational
culture can be grouped. Known as the
Competing Values Framework, this is the
foundation for their Organizational Culture
Assessment Instrument for diagnosing
organizations as Hierarchies, Markets, Clans,
and Adhocracies.
Wilkins, Alan L. (1983) “The Cultural Audit: A
Tool for Understanding Organizations,” in
Organizational Dynamics. Autumn. 24-38.
The author is one of the original
proponents of understanding organizational
culture during the early 1980s. This article
outlines the basic issues involved and
makes a case for the benefits of conducting
a cultural audit. While many of the ideas
have been developed further, this provides
a good historical foundation from which
research was developed.
Desphpande, Rohit; Farley, John U.;
Webster, Frederick E., Jr. (1993) “Corporate
Culture, Customer Orientation, and
Innovativeness in Japanese Firms: A
Quadrad Analysis,” in Journal of Marketing.
Vol. 57 (January). 23-27.
Uses the Competing Values Framework
developed by Quinn and Rohrbaugh (1983)
and further work by Robert E. Quinn and
Cameron and Freeman to investigate
Japanese companies. Research showed
that the companies that stressed
competitiveness (Markets and Adhocracies)
outperformed those (Hierarchies and Clans)
that were internally focused and strove for
cohesiveness.
See also Schein (1999) Chapter 4 in
Organizational Culture—General section
See also Ashkanasy et. al. (2000) Chapters 8,
9 in Organizational Culture—General section
See also Cooper, et. al. (2001) Chapters 4-7
in Organizational Culture—General section
LINKING ORGANIZATIONAL CULTURE TO
PERFORMANCE
Rollins, Thomas and Roberts, Darryl. (1998)
Work Culture, Organizational Performance,
and Business Success. Westport,
Connecticut: Quorum Books.
Approachable with substantial citations, this
text is based upon the conclusions of several
studies that work culture contributes to
organizational performance based upon
easily quantifiable financial measures such
as stock price and profitability. Includes
numerous case studies and a chapter upon
qualitative assessment.
Denison, Daniel R. (1990) Corporate Culture
and Organizational Effectiveness. New York:
John Wiley & Sons.
Adapted from a doctoral dissertation, this
book begins with a framework for relating
culture and performance. It discusses how
both culture and effectiveness are studied
and the pros and cons of both quantitative
and qualitative methods. It includes five
chapters that each discusses particular
case studies with companies such as
People Express Airlines, Proctor & Gamble,
and Detroit Edison. While academic, it is
approachable and the case studies provide
real-world application of the approaches
discussed.
Kotter, John P. and Heskett, James L. (1992)
Corporate Culture and Performance. New
York: The Free Press.
Approachable and substantive, this text
consistently draws upon real-world
examples. It addresses the issue of what
types of cultures are most effective as well as
the difficult questions regarding intentional
culture change for improved performance.
For more information call 800.344.2600
©Haworth, Inc. 08.2005
08.2005

3. Case studies discuss cultures at Hewlett-
Packard, Britain’s Imperial Chemical Industry
(ICI), and Nissan.
Saffold, Guy S. (1988) “Culture Traits,
Strength, and Organizational Performance:
Moving Beyond Strong Culture,” in
Academy of Management Review. Vol. 13,
No. 4, 546-558.
While initially (early 1980s) it was believed
that companies with “strong” cultures were
the best performing, evidence surfaced that
this was not necessarily true. This article
debunks the direct relationship and
suggests other more culturally appropriate
categories in relation to performance.
See also Alvesson (2002), Chapter 3 in
Organizational Culture—General section
See also Ashkanasy et. al. (2000) Chapters 12
in Organizational Culture—General section
ORGANIZATIONAL CULTURE CHANGE
Harvard Business Review on Culture and
Change (2002) United States: Harvard
Business School Publishing Corporation.
An anthology of articles published by the
Harvard Business Review on a wide range of
issues from various industries. All articles
deal with issues including team culture,
radical change, changing conservative
companies, the psychology of resistance to
change, and cultures of indecision. Written
in an approachable style with many
examples of actual companies.
Ashby, Franklin C. (1999) Revitalize Your
Corporate Culture. Houston, Texas:
Cashman Dudley.
Very approachable and practical program
for understanding and implementing a
program of cultural change. Offers one
approach and discusses the strategic design
and training at the beginning of the process
as well as the leadership and follow-
through necessary for lasting change.
Druckman, Daniel; Singer, Jerome E.; and
Van Cott, Harold (Eds.). (1997) Enhancing
Organizational Performance. Washington,
D.C.: National Research Council.
Commissioned by the US Army, the
first part of this text deals with practical
considerations when implementing
organizational change. In addition to issues
of assessment, it further discusses the
development of leaders in this context as
well as issues regarding interorganizational
relations. It is approachable with
academic citations.
See also Cameron and Quinn (1999) in
Diagnosing Organizational Culture section
See also Schein (1999) in Organizational
Culture—General section
08.2005
For more information call 800.344.2600
©Haworth, Inc. 08.2005