ABSTRACT
In this chapter therefore we explore the notion of organisational culture, showing why it is important yet elusive, how it affects employees, and how they affect it, what particular HR practices are linked to the establishment of a strong culture and what the effects are. We give a number of case histories from among our research companies, draw out some implications for policy and practice and consider how some aspects of values can be measured and managed. We pay particular attention to the organisational context by taking the notion of a strong, unifying mission (referred to here as the Big Idea) forward into its expression through a shared culture.
