Abstract
Organizational culture, like national culture, is an iceberg, with some elements above water and others submerged. Elements above water are not only more visible, but easier to understand. Elements below water are difficult to observe and are more important for understanding culture because they are foundations of the culture. In addition, while elements above water are amenable to change, submerged elements are either resistant or slow to change. Several differences between national and organizational culture modify the iceberg metaphor. Firstly, organizational culture is less comprehensive than national culture, as the range of values and underlying assumptions of organizations are narrower. Secondly, organizational culture is more self-contained than national culture. Finally, organizational culture is more manageable than national culture. For example the selection, training and also reward structure for employees restricts the variability of its members and constructs a comprehensive set of values and norms that the management controls. Whether a company should be globalized, and how to go about doing so, have become two of the most burning strategic issues for managers around the world.
