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CHAPTER 14: SHAPING CULTURE AND VALUES 435

Exhibit 14.3 Four Corporate Cultures

Flexibility

Clan Culture Adaptability Culture
Values: Cooperation Values: Creativity
Consideration Experimentation
Agreement Risk-taking
Fairness Autonomy
Social equality Responsiveness
Internal External
focus focus
Bureaucratic Culture Achievement Culture
Values: Economy Values: Competitiveness
Formality Perfectionism
Rationality Aggressiveness
Order Diligence
Obedience Personal initiative

Stability

Sources: Based on Paul McDonald and Jeffrey Gandz, “Getting Value from Shared Values,” Organizational Dynam-
ics 21, no. 3 (Winter 1992), pp. 64–76; Deanne N. Den Hartog, Jaap J. VanMuijen, and Paul L. Koopman, “Linking
Transformational Leadership and Organizational Culture,” The Journal of Leadership Studies 3, no. 4 (1996),
pp. 68–83; Daniel R. Denison and Aneil K. Mishra, “Toward a Theory of Organizational Culture and Effectiveness,”
Organizational Studies 6, no. 2 (March–April 1995), pp. 204–223; Robert Hooijberg and Frank Petrock, “On Cultural
Change: Using the Competing Values Framework to Help Leaders Execute a Transformational Strategy,” Human
Resource Management 32, no. 1 (1993), pp. 29–50; and R.E. Quinn, Beyond Rational Management: Mastering the
Paradoxes and Competing Demands of High Performance (San Francisco: Jossey-Bass, 1998).
Achievement Culture
The achievement culture is characterized by a clear vision of the organization’s goals, Achievement culture
Achievement culture
culture characterized by a clear
and leaders focus on the achievement of specific targets such as sales growth, prof- culture characterized by a clear

s
vision of the organization’
itability, or market share. An organization concerned with serving specifi c cus- vision of the organization’s
goals and leaders’ focus on the
goals and leaders’ focus on the
tomers in the external environment but without the need for fl exibility and rapid achievement of specifi c targets
achievement of specifi c targets
change is suited to the achievement culture. This is a results-oriented culture that
values competitiveness, aggressiveness, personal initiative, and the willingness to
work long and hard to achieve results. An emphasis on winning is the glue that
holds the organization together. 50
One good example of an achievement culture is Synapse, where leaders have
built what they call a “culture for winners.”
Michael Loeb, Synapse
IN THE LEAD Michael Loeb started the marketing fi rm Synapse in 1991 with a clear vision of
becoming the largest distributor of magazine subscriptions on the planet. “We did
not pretend to have a grand, greater good in mind and never masked our singular
purpose,” company leaders stated in a recent article. Synapse provides services to
help publishers gain new subscriptions through various marketing partnerships and
loyalty programs, then handles automatic renewals, which doubles the rate at which
people renew their subscriptions.
An emphasis on winning defines the corporate culture. Synapse hires people

who have an innate achievement drive and a positive attitude. People who succeed at