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Journal Article 1: Hofstede, G. (1998). Attitudes, values, and organizational culture: Disentangling the concepts. Organization Studies, 19(3), 477-493.

Abstract: Sentiments collected through paper-and-pencil surveys are often arbitrarily classified according to categories imposed by the researcher, such as attitudes, values, and manifestations of organizational culture. The question is, to what extent are such classifications supported by the distinctions that respondents make in their own minds? In this paper, distinctions between categories of sentiments are supported empirically from the results of an employee survey in a large Danish insurance company (n = 2,590). The 120 questions used were classified into attitudes, values, perceptions of organizational practices (for diagnosing organizational cultures), and demographics.

Perceptions of organizational cultures were measured using an approach developed by the author and his colleagues in an earlier study across 20 Danish and Dutch organizational units. In the insurance company study, employee attitudes were found to be clearly distinct from employee values. Perceptions of organizational practices were unrelated to values, and only overlapped with attitudes where both dealt with communication. In the latter case, both can be seen as expressions of the organization's communication climate. Other perceptions of organizational practices did not form recognizable clusters at the level of individuals, but only at the level of organizational (sub)units.

Journal Article 2: Elsbach, K. D., & Stigliani, I. (2018). Design thinking and organizational culture: A review and framework for future research. Journal of Management, 44(6), 2274-2306.

Abstract: Design thinking comprises an approach to problem solving that uses tools traditionally utilized by designers of commercial products, processes, and environments (e.g., designing a new car or the layout of a new airport). While design thinking was originally introduced as an approach that would work best when infused into the culture of an organization, most early studies of design thinking focused on identifying the specific tools and methods that might be used to solve management problems. Only recently have researchers examined how the implementation of design thinking might relate to organizational-level constructs, such as organizational culture. In this review, we examine empirical research (mostly from the past decade) that relates the practice of design thinking to the development of culture in organizations. Through this review, we identify how the use of specific design thinking tools supports the development of specific organizational cultures and vice versa. In addition, we identify how using design thinking tools produces emotional experiences and physical artifacts that help users to understand why and how specific cultures support the effective use of specific tools. Together, our review findings suggest that the experiential nature of design thinking tools and cultures (i.e., that they require people to actively engage in hands-on work) allows them to support one another. On the basis of this insight, we develop a general framework for organizing design thinking research and identify a number of avenues for future research that might advance our understanding of design thinking in organizational contexts.