Introduction

Abstract

Corporate Culture and its impact on Corporate Success has been the focus of many research projects across various academic disciplines (for an overview of empirical studies see the meta-analysis by Baetge et al. [2007]). Early observations have led to the awareness that Corporate Culture—although it often exerts an unconscious influence and the impact is not immediately recognized (see the three levels model by Schein [1984])—has a profound effect on any (strategic) management initiative. A number of authors believe that due to this very invisibility, the managerial or leadership influence on Corporate Culture and change management processes is very restricted (see for example Sackmann [2004], pg. 27).