This chapter explores organizational culture by examining its dimensions, functions, and applications in both organizational and national contexts. It introduces three core dimensions of culture: artifacts, espoused values, and basic assumptions using the iceberg metaphor to distinguish between visible and hidden elements of organizational life. The chapter explains how culture guides behavior, establishes norms, and shapes identity and belonging. The competing values framework categorizes cultures as clan, hierarchical, adhocracy, or market-driven, while also addressing the role of subcultures such as operational, professional, and executive groups. National culture is explored through two models, which highlight global variations in values and behaviors. The chapter also describes how culture is transmitted through socialization and storytelling, and how individuals adapt to new cultural environments. Finally, it emphasizes the strategic alignment between culture and organizational goals, showing how dominant subcultures influence strategy and performance. Culture is portrayed as both a dynamic system and a foundation that is important for a variety of organizational outcomes.