This paper chooses a three-layer perspective of organizational culture including value, reality and differences. The effect of organizational culture sociability and solidarity on organizational perception change and behavior change is based on 302 companies in China. The paper educes some prudent and universal conclusions by validating and discussing the hypotheses based on models. The main conclusions include： The organizational culture sociability on reality layer are more positively related with both perception change and behavior change than value layer, and the differences in the two layers＇ culture sociability are only positively related with perception change; While the organizational culture solidarity on reality layer are only more negatively related with behavior change than value layer, and the differences in the two layers＇ culture sociability are also positively related with both perception change and behavior change. Furthermore, based on the conclusion of theory study and empirical analysis, practical suggestions and strategies are given on how to build organizational culture that is able to innovate and change.%本文在组织文化的价值层面、事实层面及其两层面差并的视角上，研究组织文化友好性和一致性对组织变革的认知反应和行为反应的影响，并以我国302个中高级管理者代表的企业为样本进行实证研究．．结果表明：相对于价值层面的组织文化友好性，事买层面的组织文化友好性对变革认知反应和行为部具有推动作用；两层面文化友好性的差异仅推动变革认知反应；相对于价值层面的组织文化一致性，事实层面的组织文化一致性仅对变革行为反应具有阻碍作用：两层面文化一致性的差异阻碍变革认知反应和行为反应，
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