In our context, the enterprise is defined as a complex system divided into two levels organization level and work unit level. The organization level represents the entire set of employees, structure, and processes that, when analyzed in its entirety, provides an overall depiction of the institution, its shared values, interests, and purpose. Conversely, the work unit level represents a subgroup of the larger organization. It is the smallest organized grouping of employees, such as a formal business unit or a project team, where employees interact very frequently and on a regular basis with each other to accomplish their work. When both of these levels are analyzed, they provide a detailed picture of the overall enterprise culture composition.

Numerous discussions are available in the scholarly and business literature that define the theoretic foundation of organizational culture and the controversies that surround the precise definition of culture, how to measure culture, and the key dimensions that should characterize it (Ribi re, 2001; Schein, 1992; Yeung, Brockbank, and Ulrich, 1991; Quinn and Spreizer, 1991; Cameron and Quinn, 1999; Park, 2001). Although the concept of organizational culture emerged prominently in the late 1970s and 1980s, disagreements remain on the best methodology to use to assess culture (Ashkanasy, Broadfoot, and Falkus, 2000). Nonetheless, Lundberg (1990) acknowledges that surfacing organizational culture is a process that is potentially enhancing, because culture awareness becomes another source of information upon which everyday decisions, actions, and activities are based.

There are three main strategies available for to...