Abstract
Culture appears for many managers as a quite simple deal: it corresponds to what the company stands for, its “identity”, being widespread in the organization, easy to manipulate and to embed, a tool for making all the stakeholders going in the same direction. It's labeled the “Managerially-led Unitary and Unique Culture - MUUC” by Alvesson (2002:171). As a consequence, culture is often linked to the missions' statement, management slogans or motto. This vision, however, is quite distorted. Culture differs from this mindset in a lot of ways and is much more subtle and invisible in the way people work (Alvesson, 2007, LU lecture). Before talking about management of culture, we need to rethink the organization and think culturally in order to have a fresh look on how organizations work and to understand culture as being ‘a system of meanings and symbols shared by members of a collective' (Alvesson, 2007, LU lecture). Culture is thus a paradigm which can be used to see how organizations work.
