Five years on – the organizational culture saga revisited

The paper presents a follow‐up to the saga of organizational culture, first chronicled in two issues of the Leadership & Organization Development Journal in 1996 and tracing culture’s development from the organization development model through to the interest in total quality management (TQM), forming a link between the three concepts. Since the 1996 articles, culture as a concept has proceeded to develop in many new directions. In revisiting organizational culture after five years, this paper attempts to show how it has branched out from TQM and has since been associated with business process reengineering, organizational learning, and knowledge management; all of which claim to involve either changing a culture or working with an existing culture. Discusses also the role of culture in the emerging ideas and perspectives of strategic alliances, sustainability and future organizations. It is argued that the culture saga is far from finished. While many of its components may turn out to be no more than passing fads and fashions, culture has proven itself to be an enduring concept that, as it has travelled many paths in the past, will travel many different paths in the future.