The study of individual and group behaviour has intrigued scholars for a long time. Exploring complex phenomena such as organizational culture has been an area of particular interest since the seminal work of Pettigrew (1979). Pettigrew demonstrated how the concepts of symbolism, language, and rituals can be used to analyze and understand organizational life, and reveal the rich tapestry of meaning around every day tasks and objectives in the workplace. Hofstede (1980) encouraged management scholars to engage in cross-cultural studies of work-related values to further understand the function of organizational culture from a more global viewpoint. Shortly after, Peters and Waterman (1982) extolled the virtues of studying organizational culture and its influence on company performance. The result of these noteworthy works and others (e.g., Deal & Kennedy, 1999;Frost, Moore, Louis, Lundberg, & Martin, 1985;Martin, 1992;Schein, 1985) have created an area of organizational theory considered by many to be among the most important concepts for management scholars to comprehend (Alvesson, 2002).
The reported effects of organizational culture on individual attitudes and behaviour as well as overall company performance are what make the phenomenon an attractive area of study. It is contended that organizational culture acts as a system of social control and can influence employees' attitudes and behaviour through the values and beliefs operating in a company (Flynn & Chatman, 2001;Kusluvan & Karamustafa, 2003). Organizational culture has been shown to have a direct influence on staff satisfaction and commitment (e.g.,