Question 3 The Nissan Motor Company operated under the Keiretsu system which focuses on organizations building strong associations with suppliers (Aoki & Lennerfors, 2013). The philosophy of Nissan was to develop a value chain that personified loyalty and cooperation with local suppliers which reflected in the over four billion dollars in stock shared in hundreds of companies. However, due to the Asian financial crisis there was a tern percent decrease in exchange rate of yen to the United States dollar that resulted in a major decline in Nissans stock price and investment health. An organizational shift led to the hiring chief operating officer (COO), Carlos Ghosn who faced the challenge of a tradition embedded in organizational culture which did not embrace radical change (Millikin & Fu, 2005). Based on above case, analyse the role performed by organisational culture in supporting change