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In conclusion, while examining organizational culture has much promise,

according to Weick (1981) “People in organizations repeatedly impose that which they

later claim imposes on them” (p.269). Weick’s (1981) perspective emphasizes the role of

the individual as an active creator of the environment by engaging in specific actions,

which create knowledge and meaning. To the extent to which “people… create many of

their own environments” (p. 279), at times it might be difficult to tell if culture has a

predominant impact on eliciting behaviors via roles or it is the individual’s behaviors,

which impose the environment itself and trigger a self-fulfilling cycle of perceiving

organizational roles as consistent with individual actions. From that perspective,

organizational culture may be reinforced through the actions and cognitions of

individuals even in periods when the organizational leadership is attempting to change

the cultural environment of the organization. Here, I propose some specific factors such

as culture strength and person-organization fit, which might increase the tendency of the

culture phenomenon to persist in organizations. But more research is needed to explore

the causality of actions and interpretations taking into account the dynamic nature of

sensemaking both through perceiving the environment and through actions and

behaviors, which create the environment.

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