Quinn, Robert E. - Corporate Cultures Framework

The Structure of Concern Project compares many theoretical models from many disciplines to the Adizes PAEI model, arguing that they must all be reflecting the same underlying phenomenon. One concern structure model is described below.

Besides the management education application of the competing values framework, Cameron and Quinn (1999[1]) articulate a version of the framework for diagnosing and changing organizational cultures. They describe four organizational cultures as follows.

P – Market Cultures: Focused on transactions, competitive advantage, profitability, productivity and bottom-line results.

A – Hierarchy Cultures: Clear lines of authority, standardized rules and procedures, coordination, organization, formal policies, stability, predictability, efficiency.

E – Adhocracy Cultures: Organized anarchy, creativity, flexibility, innovation, adaptability, individuality, risk-taking.

I – Clan Cultures: Teamwork, participation, cohesion, shared values and goals, more like extended families than economic organizations.

Organizational cultures are analyzed into facets and the cultural profiles of each facet are mapped in order to reveal various degrees of fit or lack of fit between cultural elements and the overall organizational situation.

1. Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational culture. Reading: Addison-Wesley.
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