Introduction
This paper seeks to both define culture, from an organisational perspective, and then compare and
contrast organisational culture across two different countries. This comparison will take into the key
components that define culture at the national level and within organisations and considers two very
different countries — Australia and the European microstate of Liechtenstein.
Whilst not the sole determinant of organisational performance, organisational culture can influence
the performance of organisations in terms of the value they deliver, the engagement and stability of
their workforce and the end customer experience (Alvesson, 2002). This paper, by analyzing the
literature related to organisational culture, seeks to build a greater level of understanding about the
drivers of effective organisational cultures, across two distinct national identities and geographic
regions.
Setting the context — a comparison of two different countries
Australia and Liechtenstein are very different countries. Australia is geographically large and culturally
diverse whereas Liechtenstein has an ethno-nationalistic culture built arounds its monarchy and
distinct identity within Europe (Beattie, 2004). Australia has significant regional presence and national
Defence interests whilst Liechtenstein has no military forces at all (Sara, 2017). However both enjoy
high standards of living (Beattie, 2004) (Smith, 2017) and both have similar views of foreign policy
matters and strong bilateral ties (Bishop, 2017).
Undertaking a head to head comparison on any series of common attributes of nations demonstrates
the stark differences between these two states. These differences are illustrated in Appendix 1.
For reference, included at Appendix 2 is a map of central Europe showing the location of
Liechtenstein and its near neighbours — Switzerland, Austria and Germany.
Defining organisational culture
Based on a review of the literature, there are several ways in which culture can be defined. Schein
(1985) considered that culture was made of three dimensions or elements which are assumptions,
values and artefacts (Schein, 1985). The table below, adapted from Schein's work, further explains
these elements of organisational culture:
Table 1 - Explaining the elements of organisational culture
Element: Description:
Assumptions Commonly held beliefs, attitudes or biases
Eg: "This is how we do things here"
Values The defined attributes of an organisation
Eg: "Resilient, Responsive, Customer Focused"
Artefacts The rituals, traditions and key messages that are evident
within an organisation
Eg: "Parades and drill within the Military"
Derived from (Schein, 1985)
An alternative model for describing organisational culture is based on the work of Handy which is
based on four types of culture — Power (power vested with the leaders), Task (organisations focused
on solving problems), Person (a focus on the individual) and Role (where accountability is vested in
specific roles) (Cacciattolo, 2014). The types of organisational culture are also considered by Douglas
Organisational Culture — a contrast between Australia and Liechtenstein Page 3
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