Getting on board with organizational culture

In their paper “Responding to organizational identity threats: Exploring the role of organizational culture (2006), authors Ravasi and Schultz describe organizational culture as “a set of shared assumptions that guides what happens in organizations by defining appropriate behavior for various situations.” It is pervasive in an organization’s operations and influenced by the environment where the organization operates and the employees’ motivation for doing things. Moreover, the environment and employees’ motivation are largely influenced by the “tone at the top,” Board oversight and the Code of Ethics, all of which set the values and standards of an organization.