Many companies, large and small, wrestle with defining an organizational, or corporate, culture that helps create a cohesive, efficient, and safe work environment; that has a positive effect on the bottom line; and in some cases, such as with the organization in this study, that reflects a valued social mission. One aspect of achieving an optimal corporate culture is bridging the cultural divides and leveraging the similarities of staff individual cultures, divisional cultures, and the desired organizational culture. This project examines the inner workings and communication flows within and among the divisions at an organization struggling with retaining a strong culture. The project provides recommendations based on the theoretical works of Tajfel and Turner's (1985) social identity theory; cultural approach to organizations theory as examined by Wylie (2003); muted group theory, first introduced by anthropologist Edwin Ardener (2005), and build upon by Tannen (1990); and insights into standpoint theory by Wylie (2003). While the recommendations provided are a basis for actionable initiatives by the organization studied for the project, portions of the work may be replicable by other organizations facing similar challenges that threaten a strong corporate culture.
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