This paper considers a formal model of cultural transmission in organizations, examining the interplay of structured social influence and organizational demography. A set of focused and fine-grained computational experiments elucidates this model's assumptions, facilitates deeper explanations for some of its behavior, and explores the robustness and scope conditions of previously published conclusions. In doing so, this investigation highlights several important issues in the design and evaluation of computational experiments.Extensive research has documented the importance of organizational culture, but has made little progress in specifying the processes by which manifestations of organizational culture emerge and are maintained over time. A distinct research tradition in organizational demography has investigated recruitment and turnover, developing general models of the population dynamics of employees, managers, or other members of organizations. These ongoing dynamics of turnover make the maintenance of organizational culture problematic: When and how do cultures persist in organizations, even as the people who enact these cultures exit and are replaced by others? Addressing this question can provide some leverage for our limited understanding of the dynamics of organizational culture.