Weick, K. (1985). "The Significance of Corporate Culture" in P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg and J. Martin. Organizational Culture. Beverly Hills, Sage: 381-389.

Weick has a great quote from Douglas at the beginning (Douglas, 1982):

"Culture is a blank space, a highly respected, empty pigeonhole. Economists call it "tastes" and leave it severely alone. Most philosophers ignore it -- to their own loss. Marxists reate it obliquely as ideology or superstructure. Psychologists avoid it, by concentrating on child subjects. Historians bend it any way they like. Most believe it matters, especially travel agents".

Weick shows that conceptions of strategy and culture are very similar.

He notes that if beliefs, values are different in the organization there is often a greater need for detailed planning. But there is also a greater probability that plans will not be implemented as intended, through diverse interpretation and action. "Culture can substitute for plans more effectively than plans can substitute for culture". Both strategy and culture can generate structure.

"Just as people think before they act only if they're not sure what to do (Thorngate, 1976), they also seem to notice culture only when routine breaks down.