In management discourse, hardly any term is thrown about more carelessly and with less accuracy than organizational culture. Organizational culture is understood as the “fundamental assumptions,” “taken-for-granted behavior” and “values presented to the outside world,” as well as “artifacts” such as architecture, furniture and clothing (Schein 1985, p. 12). Some believe that organizational culture is the “totality of norms and values” that constitute the “spirit and personality” of an organization (Doppler and Lauterburg 2002, p. 451). Organizational culture includes such varied phenomena as cognitive abilities (Schnyder 1992, p. 63), mindsets (Kobi and Wüthrich 1986, p. 13), the climate of an organization (Schein 1985, p. 21) or attained patterns or knowledge (Klimecki et al. 1994, p. 80). Organizational culture is “described as a collection of traditions, values, strategies, articles of faith, and sets of attitudes” (Marshall and Mclean 1985, p. 2ff.), or—to put it in a more complicated way—as “self-referential contexts of meaning” in an organization (Bardmann and Franzpötter 1990, p. 434). Organizational culture also summarizes the myths, stories and legends that circulate within an organization (Frost et al. 1985, p. 17), as well as the heroes that shape an organization’s style (Rodríguez Mansilla 2004, p. 57).