The Nissan MotorCompany operated under the Keiretsusystem which focuseson organizations buildingstrong associations with suppliers (Aoki &Lennerfors, 2013). The philosophy ofNissan was todevelop a valuechain that personified loyalty and cooperation with local suppliers which reflected in the over four billiondollars in stockshared 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 shiftled to the hiring chiefoperating officer (COO),Carlos Ghosn who facedthe challenge of a tradition embedded in organizational culture which didnot embrace radical change (Millikin & Fu, 2005).

Based on above case, analyse the role performed by organisational culture in supporting change.