Schein describes three levels of organizational culture: ‘‘artifacts’’ (visible structures or behaviors), ‘‘espoused ideas and beliefs’’ (ideals, goals, and values) and ‘‘basic underlying assumptions,’’ forming the taken-for-granted backdrop to all other activity (Schein 2010, p. 24). Scholars of organizational culture in for-profit organizations have generated frameworks for categorizing these observed behaviors, norms and beliefs of individual companies into generic types along certain dimensions. A few frequently utilized typologies include: five ‘‘cultural dimensions’’ of power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation (Hofstede et al. 2010); four ‘‘core areas’’ of involvement, consistency, adaptability and sense of mission (Denison and Mishra 1995); and the ‘‘competing values’’ framework, involving four typologies of hierarchy, clan, market, and adhocracy (Cameron and Quinn 2011). Despite Schein’s call for qualitative research on organizational culture (Schein 2010), many of these frameworks are based upon quantitative surveys, which are prone to over-abstraction and overgeneralization. Scholars have described several factors which shape organizational culture, including leadership, values, industry setting, and social and cultural context. Founders play an important role in generating the norms and values that become the basis for organizational culture (Schein 1983). Leadership style (Roy et al. 2015) and type of leadership (transactional or transformational) shapes the type of organizational culture (Bass and Avolio 1993). Values espoused by both founders and members can cause one group’s organizational culture to differ from another (Kwan and Walker 2004). ‘‘Local contingencies’’ in the environment can also influence organizational culture (Roy et al. 2015). The sector or industry in which an organization operates can shape organizational culture (Gordon 1991).