In the business world ,organizational culture is aseemingly tireless topic . Peters and Waterman [ 7] wrote about the top Forbes 500 companies having a strong organi zational culture as one of the secret ingredients to success through heightened organizational performance . Later in 2001 , Peters admitted that the wrong com panies had been chosen as they no longer were successful , such as Atari and Wang ,' and organizational culture seemed to take a back seat . A decade on and organizational culture is once again being cited as the key to business success . Take the example of Zappos . The founder of the company , Tony Hsich , believed (and still does ) that an organization needs to be built around the organizational culture and then success is pretty much inevitable . He sees culture as responsible for the failure of his previous business . He has a policy that if during the early days and weeks of induction training the new employees don Ifeel that they are prepared to committo the 'Zappos way of working ' then they are paid 2000) dollars to leave . This way , Haich ensures that only the employees that buy into the culture remain The of fices are littered with signs and symbols of the company 'score values .Hsich even has a salary barely above his follow employees , such is his commitment culture first. Thus , it seems that organizational culture laps upon the shore of the business world from time to time but never remains in the focal centre . Culture isn'tonly seen in light of organization success , it also is seen as the cause of business failures . In the case of mergers , organisational culture is one of the biggest , if not the biggest ,obstacle to merger success .Looking back at the cases of Daimler and Chrysler , AOL and Time Warner and Pharmacia and Upjohn , we see culture as the cause of con flict and failure in terms of both national and organisational culture differences If we look beyond cases in the business world , we also see the key role of organisational culture in theory . The saying "culture has strategy for breakfast often attributed to the Godfather of Management ,Peter Drucker . Regardless of the true source , the point is well made .Many textbooks show the relationship between strategy and culture with a grid as follows (Fig - 1), adapted from Pearce and Robinson ( $]