A framework for linking culture and improvement initiatives in organizations

We present a synthesis of the general dimensions of organizational culture used most commonly in extant research and outline how these general dimensi ons correspond to the specific values and beliefs underlying total quality management (TQM) practice (a comprehensive change initiative). We argue tha t the relationship between culture and implementation of new behaviors and practices has not been adequately explored because of the lack of a compreh ensive framework for defining and measuring organizational cultures. Our fr amework presents a necessary step in moving toward culture as a useful expl anatory concept in organizational research.