1 Exploring organizational culture dynamics via a generic configuration model of organizational culture Daniel Dauber, University of Warwick, United Kingdom Gerhard Fink, Vienna University of Economics and Business, Austria Maurice Yolles, Liverpool John Moores University, United Kingdom Introduction Organizational culture has been recognized as an essential influential factor in analyzing organizations in various contexts. Its importance to establish competitive advantages (e.g. Barney, 1986; Cameron & Quinn, 2005) or its impact on organizational performance (e.g. Gordon & DiTomaso, 1992; Marcoulides & Heck, 1993; Wilkins & Ouchi, 1983; etc.) has engaged several scholars since many years. For example, Cameron & Quinn (2005: 4) conclude that the success of some U.S. companies (e.g. Southwest Airlines, Wal-Mart, etc.) ‘has had less to do with market forces than with company values […]’. The increased interest in this issue has led to the development of different theories/models/frameworks aiming at explaining organizational culture (e.g. Hall, 1976; Hofstede, Neuijen, Ohavy & Sanders, 1990; Sagiv & Schwartz, 2007; Schein, 1990; etc.) and its impact on, as well as relevance for organizations. However, this plethora of cultural frameworks, sometimes tied to specific contexts or phenomena, ‘perpetuates the lack of a paradigm and is a hindrance to accumulation of knowledge’ (Tsui, Nifadkar & Ou, 2007: 461). Tsui et al. (2007) conclude from their extensive literature review that the development of a configuration model (see also Meyer, Tsui & Hinings, 1993), would be necessary to further increase the construct validity of culture. Thus, this paper has two major aims: (1) it suggests such a configuration model of organizational culture, based on theoretical considerations as well as empirical findings in the field of organization and culture research; and (2) it demonstrates the applicability of the