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Culture affects not only the way managers believe within the organization, but also the decisions they make about the organization's relationships with its environment and its strategy. In fact, my central argument is that culture has a major impact on corporate strategy. To clarify what I mean, let me define two key concepts: culture and strategy.

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How has the study of organizations evolved since its inception before and after World War II, and how should its trajectory be changed? These are the central questions the author raises in this article. His basic argument is that the founders of this field of inquiry and their immediate disciples are concerned with building knowledge that was relevant to managers and leaders, in fact, to anyone concerned with improving organizations. However, in the intervening years, in spite of, or maybe because of the growing number of scholars involved, their research has lost its relevance to practice. The author lays out his view of why this has transpired and provides some thoughts of how this probably can be rectified. At the heart of his argument is the fundamental belief that we can have both rigorous and relevant research. One does not have to occur at the expense of the other.