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198

Advances in Business Research

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Border, and Brownstone. The founder created a culture; but, as the corporation grew over time, a number of smaller 

subcultures blossomed. No stronger subculture existed than the Silver Border brand, which at one time was the third 

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that monolithic cultures even exist within corporations. This research, however, not only clearly shows the existence 

of a monolithic culture in a corporation but also provides insight into its strength when its behaviors are threatened 

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broad sense of civilizations, customs, and artistic achievements of people. Today, the term “corporate culture” 

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that a corporation’s shared values and beliefs, the hows in the way people do business, and patterns of behaviors do 

not constitute a “culture.” But those of us who have lived and studied corporations recognize that the factors that 

result from enculturation from the time of a person’s employment do manifest themselves in a culture construct. No 

corporate culture is incidental to anyone who spends a great deal of time living in it. It impacts physical and mental 

health and may be tied to a person’s sense of self-worth. 

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values, beliefs, and behaviors which people use to interpret the world in which they work. Its symbols, language, and 

dress help to identify its employees and serve to help them behave in ways to ensure the bottom line success of the 

company. Although corporate cultures may have subcultures that deviate from the espoused ways of the monolithic 

.1'31%+,#53#52#30+#)&!&'5305.#.1'31%+#30"3#@+I!+2#30+#D"72#"!@#."''2#=B&1'>#D0+!#"!7#&B#30+)#"%+#.0"''+!A+@E# !@#5B#30+#

company’s bottom line begins to erode, a subculture may become a target. Sadly, depending on the strength of the 

monolithic culture, a subculture may even be destroyed under the disguise of a cultural transformation that senior 

management deems necessary to increase the bottom line. 

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the conscious level of organizations to capture a deeper, more powerful force in everyday life. The aspects of 
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.1'31%+#G7#8"./)"!#J9::SM#"!@#R5')"!!#U#8"P3&!#J9:OXMW#30+#5)*".3#&B#.1'31%+#G7#8.0+5!#J9:OYM#"!@#V1.05#U#Z%5.+#
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.1'31%+#"2#%+'"3+@#3&#23%"3+A5.#.0"!A+#G7#N1%A+')"!#J9::9M,#"!@#.&%*&%"3+#.1'31%+#"!@#)"!"A+%5"'#".35&!#G7#8"30+#

J9:OKME#Q+"'#U#R+!!+@7#J9:OSM#0"6+#.%+"3+@#!1)+%&12#.1'31%+#)&@+'2,#"!@#T5'/5!2#J9:OKM#@+6+'&*+@#"#.1'31%+#"1@53.  
While some research exists that supports the notion of a monolithic culture, many others propose something 

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=.&)*&2+@#&B#6"%5&12#5!3+%'&./5!A#!+23+@,#2&)+35)+2#.&!?5.35!A#21G.1'31%+2E>#8&)+#21**&%3#30+#!&35&!#30"3#2&)+#
organizations are not accurately described as having a “monolithic dominant culture but rather a web of interwoven 
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boundary lines around, collections of subcultures.” Researchers have depicted subcultures as detracting from a 
strong organizational culture although “the very existence of a strong organizational culture, one whose members 
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large organizations often have many subcultures, which form over time as a result of “segmentation, importation, 
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3"/+#@5BB+%+!3#B&%)2#D5305!#30+#2")+#&%A"!5C"35&!,#&B3+!#2+335!A#1*#*&3+!35"'#.&!?5.32#G+3D++!#21G.1'31%+2#J["%35!,#
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a “subculture, like a child, could never be entirely different from its ‘parent’ because it emerges from the parent 
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not.” 

2010, Vol. 1, No. 1, 198-209

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Advances in Business Research

Studying a culture can reveal the richly textured fabric of meaning and attachment that persons associate with 

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brand and ignore the magnitude and importance of the subbrand, Silver Border, which at one time was the world’s 

third largest brand in its industry. 

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employees both of which additional give credence to the fact that some groups are treated differently. Finally, Lampe 

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defend against knowing, emotionally and cognitively, precisely what they need to know in order to impact the bottom 

line. 

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large Midwest company, the paper will investigate whether a corporation can have a monolithic culture, whether its 

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health.

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consultant who supported the cultural change effort for another hundred year old company; and  a Research Manager. 

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retailers, suppliers, and subsidiaries. The Research Manager was charged with delivering a research plan and 

interviewing the stakeholders.

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anthropologists to deepen their understanding of the culture, as well as providing the material that contributes to 

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and spending time in safe places with stakeholders inside and outside the corporation. 

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man who had spent 30 years in the Research department; a manager from the Silver Border brand; a female manager 

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merchandising manager; a manager who had worked on both brands; an treasury employee who had worked on both 

2010, Vol. 1, No. 1, 198-209

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Advances in Business Research

brand; a non-treasury employee who had worked on both brands; and someone who had a “reputation” for “telling 

it like it is.” The Research Manager also had a number of formal and informal conversations (Atkinson & Heritage, 

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even in the restrooms.  

The collected data was interpreted using narrative analysis. Once the recorded conversations were transcribed, 

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teamwork, customer focus, communication, achieving results, management style, and organizational design. When 

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%+3"5'+%2,#"!@#21G25@5"%5+2ME#

A&?+,-!B.!C5,,5'&D-! $5%@1&1

Birthing a Monolithic Culture

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in America.

As this company’s industry and population aged, consumers had less free time to shop; and they were reducing 

the number of the relationships they were sustaining. Distribution choices continued to increase. Furthermore, large 

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 Gold Coast Culture Silver Border Culture 

Organizational Behaviors   Focal point is your neighbor 

  Neighbor is the competition 

  Arrogance 

  Dictates what a retailer needs 

  Must believe in the program 

  Focal point is the other card companies 

  Other card companies are the competition 

  Partnering 

  Do anything to help the retailer 

  Can speak up against a program 

Communication   Have to have a meeting 

  Don’t know top accounts 

  Never see the numbers 

  Can’t lose temper 

  People must be same level at meetings 

  Nice people don’t have conflicts 

  Do business at water fountain 

  Always know top account 

  See numbers daily 

  Talks open and honestly 

  Everyone from secretary to VPs at meetings 

  Conflict handled at team level 

Achieving Results   Run like government 

  Focuses on system 

  Everything perfect 

  Complicated systems 

  Promoted without results 

  Tired: takes so much energy to get things done 

  Run like business 

  Focus on getting job done 

  Doesn’t have to be perfect 

  Just get it done 

  Promoted with results 

  Fun, energizing, lighter walk 

Teamwork   Managers own projects 

  Individual competition 

  Team owns projects 

  Camaraderie 

Management Style   Arrogant 

  Cocky 

  Secretive 

  Self-promoting 

  Breeds face time 

  Down to earth 

  All are equal 

  Candid and open 

  Team decisions 

  Done when done 

Customer Focus   Talks customer focus 

  Dictates what retailer needs 

  Talks innovation 

  Walks customer focus 

  Do what will help retailer 

  Sometimes too eager to help 

Organizational Design   Lots of contacts for a few dollars 

  Internal focal point 

  Big and cumbersome 

  Silo-driven and compartmentalized 

  Linear 

  Lots of management layers 

  One contact for lots of dollars 

  External focal point 

  Smaller 

  Self-contained 

  Team based 

  Fewer layers of management 

 

2010, Vol. 1, No. 1, 198-209

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2"'+2#D"2#@+.'5!5!A#G7#%&1A0'7#ji#"#7+"%,#"!@#30+#*%5.+#&B#]&'@#$&"23#*%&@1.32#D+%+#5!.%+"25!A#"3#"#%"3+#B"23+%#30"!#

many other consumers products. 

 2#"#%+21'3#&B#30+2+#+.&!&)5.#"!@#)"%/+3#+!65%&!)+!3#.0"!A+2,#]&'@#$&"23,#H!.E#0"@#B"5'+@#3&#)++3#2+6+%"'#&B#

its performance targets over a seven-year period. In fact, one year it had failed to meet all but one. “Although our 

performance in the past has been good, in fact enviable by some measures, it has not matched the growth of some 

&B# )+%5."_2#G+23#.&)*"!5+2,>#23"3+@#]&'@#$&"23_2#65.+#*%+25@+!3#d#F5!"!.+E# !@#3&#30"3,#]&'@#$&"23,#H!.E_2#$eV,#

added, “Either the company has set poor targets or we need to change the ways we do things around here.” The 

.&%*&%"3+#.1'31%+#&B#]&'@#$&"23#]%++35!A2#0"@#G++!#%+5!B&%.+@#&6+%#35)+#G7#@+."@+2#&B#)"%/+3#'+"@+%205*E#T0+!#30+#

)"%/+3*'".+#G+A"!#3&#.0"!A+,#0&D+6+%,#]&'@#$&"23,#H!.E#+P*+%5+!.+@#@5BI.1'37#5@+!35B75!A#D0+%+#.0"!A+#!++@+@#3&#

occur. 

a0+#'53+%"31%+#3&'@#]&'@#$&"23,#H!.E#)"!"A+)+!3#30"3#&%A"!5C"35&!2#30"3#0"@#.1'31%+2#D530#30+#"G5'537#3&#"!35.5*"3+#

"!@#%+2*&!@#+BB+.356+'7#3&#.0"!A+2#5!#30+#G125!+22#+!65%&!)+!3#25A!5I."!3'7#&13#*+%B&%)+@#30&2+#30"3#@5@#!&3#JR&33+%#

U#\+2/+33,# 9::SME# HB#]&'@#$&"23,# H!.E#D"2# 3&#G+# 3%"!2B&%)+@# 5!3&# "# .1'31%+# 30"3#D"2# "G'+# 3&# "@"*3# 3&# .0"!A+2# 5!#

30+#G125!+22#+!65%&!)+!3,#53#%+g15%+@#1!@+%23"!@5!A#532#.1'31%+E#80&%3'7#30+%+"B3+%,#30+#$eV#B&%)"''7#"!!&1!.+@#"#

.1'31%"'#5!535"356+#D530#30+#25@+#!&3+#30"3#]&'@#$&"23#!++@+@#3&#G15'@#5!3&#30+#.1'31%+#"#.&!35!15!A#"G5'537#3&#"@"*3#

behavior to changing business circumstances “without losing our timeless core values.”

F%&)#30+#)&)+!3#30+#B&1!@+%#+!6525&!+@#]&'@#$&"23,#0+#G5%30+@#D0"3#D&1'@#G+.&)+#"#)&!&'5305.#.1'31%+#d#30+#

%5A03#D"7#3&#@&#G125!+22E#["/5!A#30+#6+%7#G+23#*%&@1.32#D"2#%+?+.3+@#5!#30+#.&%+#6"'1+#&B#g1"'537#"!@#D"2#+65@+!.+@#

in all areas of the corporation. Although never referred to as a monolithic culture, everyone understood that the 

]&'@#$&"23#G%"!@_2#D"7#&B#@&5!A#G125!+22#D"2#30+#%5A03#D"7#3&#@&#G125!+22#"!@#30+#&!'7#&!+#30"3#2+!5&%#)"!"A+)+!3#

&*+!'7#"./!&D'+@A+@E# !@#"'30&1A0#30+#85'6+%#N&%@+%#G%"!@#A+!+%"3+@#25A!5I."!3#%+6+!1+#B&%#30+#.&)*"!7,#532#D"7#

&B#@&5!A#G125!+22#D"2#!+6+%#&BI.5"''7#"./!&D'+@A+@E#

T0+!#I%23#g1+%5+@,#"''#30+#+)*'&7++2#5!3+%65+D+@#@+2.%5G+@#30+#.1'31%+#&B#]&'@#$&"23,#H!.E#D530#*&25356+#D&%@2#

such as “polite, caring, and full of bright and creative people.” But when they talked about the individual brand 

cultures in which they worked, their cultures began to sound very different.  

Creating a Subculture

H!# 30+#)5@d9:;<2,#]&'@#$&"23# .&))5225&!+@# 30+#N5%A+%#T5@)"!#$&)*"!7# 3&# "!"'7C+# 30+# 5!@123%7_2# A%&D30#

*&3+!35"'#"!@#]&'@#$&"23_2#.1%%+!3#"!@#B131%+#5!@123%7#*&2535&!#J["!"A+%5"'#(+"@+%205*#$&1%2+,#9::SME#a0+#%+2+"%.0#

20&D+@#30"3#]&'@#$&"23#*%&@1.32#D+%+#G+5!A#2&'@#5!#&!'7#&!+#&13#&B#+6+%7#3+!#23&%+2#2+''5!A#"#25)5'"%#*%&@1.3E#a0+#

other nine stores in most cases were drug stores, variety stores, and supermarkets. After careful analysis, the founder 

@+.5@+@#2+''5!A#30+#]&'@#$&"23#G%"!@#5!#30+2+#&30+%#23&%+2#D&1'@#!&3#G+#"#D52+#)"%/+35!A#@+.525&!E#H3#.&1'@#+%&@+#

30+#."%+B1''7#!1%31%+@#*&2535&!#]&'@#$&"23#0"@#"33"5!+@#D530#532#G%"!@#!")+#%+.&A!535&!,#.123&)+%#*%+B+%+!.+,#"!@#

g1"'537#5)"A+E#H!23+"@,#30+#B&1!@+%#@+.5@+@#3&#.%+"3+#"!&30+%#G%"!@,#@+25A!+@#3&#2+''#3&#"2#)"!7#"2#*&225G'+#&B#30&2+#

!5!+#&13#&B#3+!#23&%+2#5!#D05.0#30+#]&'@#$&"23#G%"!@#D"2#!&3#%+*%+2+!3+@E##

In 1959 the Silver Border brand was launched (Anniversary 25thME#a0+#.%+"356+#"%3D&%/#&!#30+#."%@2#D"2#.&)*%52+@#

&B#@+25A!2# 30"3#0"@#"**+"%+@# 5!# 30+#]&'@#$&"23# '5!+# 30%++# 3&#B&1%#7+"%2#+"%'5+%E#8"'+2#&B# 30+#!+D#G%"!@#5!.%+"2+@#

substantially each year, and by 1969, the Silver Border brand was shipping 2 million products a week to 12,000 

accounts (Anniversary 25thME##

8+''5!A#30+#!+D#1!/!&D!#G%"!@#D"2#!&3#+"27E# 3#I%23,#2"'+2)+!#G+A"!#2+''5!A#3&#"!7#G125!+22#30"3#D&1'@#A56+#

30+)#2*".+,#+6+!#G+"137#20&*2,#?&D+%#20&*2,#"!@#A"2&'5!+#23"35&!2E#e6+!31"''7,#30+2+#.0"!!+'2#&B#@523%5G135&!#G+.")+#

30+#+P.'1256+#B&.12#G13#2+''5!A#3&#30+)#D"2#!&3#30+#2")+#"2#2+''5!A#3&#]&'@#$&"23#"..&1!32E#85'6+%#N&%@+%#@5@#!&3#0"6+#

30+#G%"!@#%+.&A!535&!#&B#30+#]&'@#$&"23#G%"!@E#a0+%+B&%+,#!+D#2+''5!A#23%"3+A5+2#0"@#3&#G+#@+6+'&*+@#3&#0+'*#85'6+%#

Border compete with the other companies selling in these channels. Silver Border began offering sales incentives, 

=3+%)2>#.&!25235!A#&B#B%++#B%+5A03,# B%++#IP31%+2,# %+31%!2#&!#2+"2&!"'#*%&@1.32,#23&%+#*'"!!5!A,#"!@#)+%.0"!@525!A#

"22523"!.+E#a0+2+#D+%+#"''#3+%)2,#D05.0#30+#]&'@#$&"23#G%"!@#D&1'@#!+6+%#0"6+#3&#&BB+%E#N13#!&#)"33+%#0&D#D+''#

the Silver Border culture worked, as one long-tenured employee said, “We were always thought of as a ‘step child’.” 

:E/-,&-$)&$?!'(-!*5,3!4(#//&$?!*+%'+,-1

As a young mother wheels her shopping cart through the supermarket in Des Moines, Iowa, a colorful display 

catches her eye. Positioning the cart beyond her toddler’s reach, she scans the rows of greetings, selects one, opens it, 

"!@#2)5'+2E#\+%#G+23#B%5+!@#D5''#'&6+#53E#80+#@&+2!_3#/!&D#&%#*%&G"G'7#."%+#D0+30+%#53#52#"#85'6+%#N&%@+%#&%#]&'@#$&"23#

."%@#G+."12+#53_2#=^123#I!+E>#("3+%,#"2#20+#.&!35!1+2#0+%#20&**5!A,#20+#)"/+2#"#)+!3"'#!&3+#B&%#!+P3#D++/_2#20&**5!A#

2010, Vol. 1, No. 1, 198-209

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'523f#'"1!@%7#@+3+%A+!3,#"#.&!A%"31'"3&%7#."%@#B&%#0+%#!+*0+D#D0&#52#A%"@1"35!A#B%&)#.&''+A+,#"#G&33'+#&B#$0"%@&!!"7,#

a gift bag, and party goods for her three-year-old’s birthday.

This is the convenience shopper, the person whose needs the Silver Border brand tries to anticipate and meet in 

drug stores, variety stores, and supermarkets. Silver Border’s success in meeting those needs, and thus its growth, 

D"2#*0+!&)+!"'E# 3#&!+#35)+,#30+#G%"!@#%"!/+@#305%@#5!#2"'+2,#%5A03#G+05!@#30+#]&'@#$&"23#"!@# )!537#G%"!@2,#85'6+%#

N&%@+%_2#"!@#]&'@#$&"23_2#G5AA+23#.&)*+353&%E#

H!#"#23%5*#)"''#5!#$'+6+'"!@,#V05&#"#7&1!A#D&)"!#@%+22+@#5!#"#G125!+22#2153#)"/+2#652532#30+#]&'@#$&"23#23&%+#&6+%#

0+%#'1!.0#0&1%E#H!25@+#20+#2++2#!+"3#&%@+%'7#"52'+2#&B#IP31%+2#I''+@#D530#."%@2#B&%#+6+%7#&.."25&!#"!@#B&%#+6+%7&!+#

from her son’s soccer coach to her administrative assistant. She browses through the beautiful store enjoying the 

shopping experience that she doesn’t get when she’s buying a head of lettuce with her birthday card at the grocery 

store. 

a&@"7#20+_2#'&&/5!A#B&%#"#G5%30@"7#."%@#B&%#0+%#2523+%E#80+#*1''2#"#."%@#B%&)#&!+#&B#30+#@52*'"7#IP31%+2E#H3#0"2#"#

G+"135B1'#A&'@#0+"%3#&!#30+#B%&!3#&B#30+#."%@#D530#30+#D&%@#=$"%5!A>#+)G&22+@#5!3&#30+#0+"%3E#H!25@+#53#%+"@2f

a%1+#."%5!A#d#30+#g1"'537#&B#G+5!A#*"35+!3,#A+!3'+,#"!@#/5!@#3&#"!&30+%#d#52#"#65%31+,#D05.0#."!#.0"!A+#'56+2,#)+!@#

hearts, and strengthen love. It only takes a moment to perform a caring act, but its impact can last a lifetime. Happy 

birthday to the most caring of sisters.

80+_2#A'"@#20+#)"@+#30+#2*+.5"'#3%5*#3&#30+#]&'@#$&"23#23&%+E##

C5D&?5'&$?!'(-!F#%3!*#51'!5$3!4&%D-,!2#,3-,!*+%'+,-1

e)*'&7++2#@+2.%5G+@#30+#]&'@#$&"23#G%"!@#"2#=*"3+%!"'5235.,>#=*&!@+%&12,>#=3%"@535&!dG&1!@,>#=25!A1'"%#5!#532#

*1%2153#&B#g1"'537,>#"!@#=+)5!+!3'7#21..+22B1'E>#V!+#D&)"!#D0&#0"@#G++!#"3#30+#("/+#(&152+#.&%*&%"3+#0+"@g1"%3+%2#

B&%#&6+%#3D&#@+."@+2#%+?+.3+@#&!#D0"3#53#D"2#'5/+#3&#D&%/#B&%#G&30#30+#85'6+%#N&%@+%#"!@#]&'@#$&"23#G%"!@2E#

H#/!+D#2&#'533'+#&B#D0"3#D+!3#&!#&1325@+#)7#"%+"#&B#%+2*&!25G5'537#D0+!#H#D&%/+@#&!#30+#b]&'@#$&"23c#G%"!@E#H!#

b85'6+%#N&%@+%c#H#"'D"72#/!&D#D0&#3&#A&#3&#"2/#g1+235&!2E#V!#30+#b]&'@#$&"23c#25@+#H#"'D"72#B+'3#'5/+#H#D"2#5!#0"!@.1BB2E#

a0+#+6+%d+P5235!A#*"3+%!"'52)#&B#30+#b]&'@#$&"23c#G%"!@,#.&1*'+@#D530#532#20++%#25C+,#235?+2#+6+%7&!+_2#.%+"356537E#

["!7#&B#)7#B%5+!@2#"G"!@&!+@#30+#b]&'@#$&"23c#205*#+"%'7#&!#B&%#30+#b85'6+%#N&%@+%c#G%"!@#D0+%+#5!!&6"35&!#0"2#

always been welcomed and encouraged.

-"!@7#$&''5!2#J9:OYM,#&!+#&B#30+#+"%'7#*%+25@+!32#&B#85'6+%#N&%@+%#/!&D!#"2#[%E#Z+%2&!"'537,#D"2#/!&D!#B&%#30+#

energy and enthusiasm he brought to the company. He believed in taking an active part in the company’s operations 

"!@#B%+g1+!3'7#3%"6+''+@#"%&1!@#30+#.&1!3%7#3&#)++3#30+#85'6+%#N&%@+%#2"'+2#B&%.+#"!@#)"!7#%+3"5'+%2#B".+#3&#B".+E#\+#

+P+)*'5I+@#30+#237'+#&B#)"!"A+)+!3#&B#30+#85'6+%#N&%@+%#G%"!@,#30"3#&B#)"!"A5!A#G7#D"'/5!A#"%&1!@#"!@#)"/5!A#

052#5!B&%)"35&!#*1G'5.#5!B&%)"35&!E#H!#30+#]&'@#$&"23#.&%*&%"3+#)"A"C5!+,#J$&"23"'#["A"C5!+,#9:OYM,#$&''5!2#3"'/+@#

about the “close-knit atmosphere of [Silver Border], the necessity of meeting consumers’ and retailers’ needs, and 

[Silver Border’s] ability to meet and beat the competition based on the hard work and customer focus of the [Silver 

Border] people.” 

Jeff, a Silver Border product development manager, spoke with enthusiasm about the certain energy and special 

@7!")5.2#30"3#D+!3#&!#5!25@+#85'6+%#N&%@+%f

[Silver Border] people work hard and we make every minute count. It’s an exciting, competitive environment and 

we have no choice but to be very aware of the marketplace. We make sure we are constantly ready not only to 

react, but also to act. 

Amy, a recent college graduate who worked on the Silver Border for only a short time, smiled enthusiastically as 

she talked,

It seemed like everyone enjoys working in [Silver Border]. We complained sometimes because we worked some 

long hours, but it was wonderful to be part of a still-growing brand with tremendous potential in channels of distribution 

with unlimited growth potential. And it was fun to be operating in such a dynamic and changing environment where 

we were continually challenged by the increased sophistication of our retailers and retail customers alike.  

Tom, one of the salesmen who had been with the company for 30 years, described the challenges Silver Border 

0"@#5!#30+#+"%'7#@"72f

Our challenges were a lack of identity and acceptance. We were new in the marketplace and we couldn’t always 

135'5C+#30+#3+.0!5g1+2#30"3#*%&6+@#21..+22B1'#B&%#b]&'@#$&"23cE#H3#3&&/#"#'&3#&B#*+%2523+!.+#"!@#@+3+%)5!"35&!#30"3#

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1'35)"3+'7#.%+"3+@#"#b85'6+%#N&%@+%c#.1'31%+#6+%7#1!'5/+#&1%#b]&'@#$&"23c#.&1!3+%*"%3#&B#3&@"7#G13#6+%7#25)5'"%#3&#

30+#b]&'@#$&"23c#.1'31%+#30"3#30+#b]&'@#$&"23c#B&1!@+%#.%+"3+@E

e)*'&7++2#D0&#0"@#'56+@#"!@#G%+"30+@#30+#]&'@#$&"23#G%"!@#30%&1A0&13#30+5%#."%++%2#12+@#6+%7#@5BB+%+!3#D&%@2#

to describe their brand and told very different stories. They talked about the “captive buyer mentality” with the 

=)&)d"!@d*&*#%+3"5'+%2>#D0&#&D!+@#30+#23&%+2#D0+%+#30+#]&'@#$&"23#G%"!@#D"2#2&'@f

 

T+#.&1'@#2+''#30+)#"!7305!AE#a0+7#D&1'@#"2/#12#"''#30+#35)+,#=\&D#)1.0#20&1'@#D+#&%@+%k>#H3#D"2#"#6+%7#'&!A#

time before we were forced to focus on the retailer or the consumer.

83+6+,#"#2+!5&%#)"!"A+%,#D0&#0"@#G++!#"225A!+@#"#!+D#^&G#5!#30+#]&'@#$&"23#G%"!@#+6+%7#3D&#7+"%2,#@+2.%5G+@#

052#B%123%"35&!f

 

I’ve had a new job every two years, and it seems to be like it took me six months to learn the system, six months 

to try to change the system, six months to try to beat the system, and six months to make the best of it. I use to get 

so frustrated. 

That frustration was heard in the Silver Border organization. Ellen, a Silver Border manager, described 

+)*&D+%)+!3#5!#30+#85'6+%#N&%@+%#+!65%&!)+!3f

I was given the opportunity to take over an area that was performing poorly. I felt bad for the employees who 

were in the group because they were feeling pretty frustrated because they knew they weren’t performing. One 

&B#30+#I%23#305!A2#H#@5@#D"2#G%5!A#30+#A%&1*#3&A+30+%#3&#"2/#30+)#"G&13#30+#.1%%+!3#'+6+'#&B#*+%B&%)"!.+#"!@#D0"3#

they thought needed to be done. Many of the ideas they suggested turned out to be very simple things that could 

be implemented in a short time frame and which allowed for some early successes. Once people started to see the 

impact they could have on the operation, ideas to improve ‘snowballed,’ and it was hard to keep up with them. We 

@5@!_3#0"6+#3&#A&#30%&1A0#30+#)"!7#'"7+%2#&B#b]&'@#$&"23c#)"!"A+)+!3#3&#)"/+#305!A2#0"**+!#"!@#5!#'+22#30"!#

nine months, our performance measures showed impressive results.

Mary, an employee who left Silver Border for what she referred to as the “real brand,” described the frustration 

30"3#20+,#'5/+#83+6+,#+P*+%5+!.+@#I%23d0"!@#D&%/5!A#B&%#30+#]&'@#$&"23#G%"!@f

V!#30+#b]&'@#$&"23c#25@+,#7&1#D&%/#3&#*'+"2+#7&1%#)"!"A+%#"!@#!&3#!+.+22"%5'7#30+#.&!21)+%E#H#G+AA+@#)7#)"!-

ager to let me put a stitched card into the line because I knew it would sell. My manager said, ‘No. On the [Silver 

Border] side everyone had input into product decisions.”

(+"!!+,#"#]&'@#$&"23#."%@#*'"!!+%,#"@@+@f

V!#30+#b]&'@#$&"23c#25@+,#)"!"A+%2#3&'@#12#D0"3#D+#.&1'@#)"/+E#T+#.&1'@!_3#+6+!#.0"!A+#G"25.#25A!5!A#&!#"#

$0%523)"2#G&P+@#."%@#@52*'"7#D530&13#"#65.+d*%+25@+!3_2#"**%&6"'E#T0+!#H#)&6+@#3&#b]&'@#$&"23c,#D+#2*+!3#"#@"7#

deciding what color a PID should be. That decision went on to the management team that ultimately decided on 

yet another color! That would never happen on the Silver Border side.

G/-,5'&$?!8$1&3-!5$3!G+'1&3-!'(-!*+%'+,-1

a+@,#"#%+2+"%.0+%,#.")+#3&#]&'@#$&"23#5!#9:XLE#T530#"!#[N #B%&)#30+#4!56+%2537#&B#H''5!&52,#052#*%&B+225&!"'#

choices were narrowed to becoming a sales rep for IBM; marching in line with the US army and ultimately visiting 

30+#%5.+#*"@@5+2#&B#`5+3!")#T"%W#&%#3"/5!A#"#^&G#D530#]&'@#$&"23,#H!.E#\+#.0&2+#]&'@#$&"23,#H!.E#a+@#.")+#5!3&#30+#

company as a career development person. He had several rotations including product management, where he helped 

.%+"3+#30+#I%23#]&'@#$&"23#."'+!@"%2W#%+2+"%.0,#D0+%+#0+#@5@#"#)"^&%#"!"'7252#&B#G5%30@"72W#"!@#"3#30+#a&D!#\"''#83&%+,#

where he said, “I found lost pocketbooks.”  

I came back to work in research in 1968. We had a system called the Product Information System. It kept track of 

+6+%7#25!A'+#b]&'@#$&"23c#."%@E#H3#D"2#"#A%+"3#G5A#)&!23+%#&B#"#2723+)#30"3#.&1'@#A+!+%"3+#30+#6"'1+#&B#"#%&2+#&%#&%.05@,#

?533+%#?&./#&%#B&5',#30+#+@53&%5"',#"!@#30+#!1)G+%#&B#'"7+%2#&B#@+25A!E# !@#53#D"2#@%56+!#G7#30+#b]&'@#$&"23c#G%"!@E#

a+@#!+6+%#g1+235&!+@#D07#!&#&!+#@5@#30+#2")+#/5!@#&B#%+2+"%.0#B&%#30+#85'6+%#N&%@+%#G%"!@E#=a0+#"221)*35&!#D"2#

30"3#5B#30+#."%@2#2&'@#5!#30+#]&'@#$&"23#.0"!!+'2,#30+7_@#2+''#5!#30+#85'6+%#N&%@+%#.0"!!+'2E#V30+%#305!A2#+P523+@,#"2#

D+'',#30"3#!+530+%#0+#!&%#&30+%2#g1+235&!+@E#V!+#&B#30&2+#305!A2#D"2#30+#3%"@535&!#&B#30+#.&BB++#G%+"/E#a0+#.&BB++#G%+"/#

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*%&.+22#D"2#"#6+%7#5!3+%+235!A#2&.5"'#*0+!&)+!&!#"3#]&'@#$&"23#"!@#a+@#'5/+!+@#30+#.&))1!5."35&!#30"3#3%"!2*5%+@#

@1%5!A#30+2+#G%+"/2#3&#30+#1!23%1.31%+@#.&))1!5."35&!#&B#85'6+%#N&%@+%#3&@"7f#

It was at the same time everyday. The… ladies would ring the bell and you’d line up and get your coffee. You 

D&1'@#I!@#&13#D0"3#D"2#A&5!A#&!#"!@#2&)+35)+2#"#*5+.+#&B#5!B&%)"35&!#7&1#!++@+@#3&#A+3#7&1%#D&%/#@&!+E#H3#%+"''7#

0+'*+@#12#@&#G125!+22E#b85'6+%#N&%@+%c#@&+2#G125!+22#"3#30+#D"3+%#B&1!3"5!#3&@"7E#V!#30+#&30+%#0"!@#b]&'@#$&"23c#52#

compelled to call a meeting to discuss every little decision. And there’s never a room large enough for all the people 

who supposedly need to be there.

Similar to the coffee break, Ted talked about an informal mode of communication similar to one he enjoyed in 

.&''+A+f

 

Research analysts had a tradition of breaking around 3 p.m. on Thursdays, going to a small bar on King Street, 

having a few brewskies, and talking about what was going on. It was a really good way to talk about what was 

going on with our projects. Today the people in [Silver Border] are still comfortable with doing business that way. 

The only difference is you can’t have alcohol until after hours.

V!#30+#&30+%#+P3%+)+#D"2#30+#B&%)"'#G+0"65&%#&B#30+#b]&'@#$&"23c#G%"!@#)"!"A+)+!3E#a+@#+P*+%5+!.+@#53#I%23#

0"!@#"2#"#?+@A'5!A#%+2+"%.0+%f

H#."!#%+)+)G+%#D&%/5!A#&!#"#*%+2+!3"35&!#30"3#!++@+@#2&)+#IA1%+2#B%&)#"#b]&'@#$&"23c#)"!"A+)+!3#%+*&%3E#H3#

D"2#.&!I@+!35"'#G+."12+#53#0"@#2"'+2#6&'1)+#G7#1!532#"!@#@&''"%2#B&%#30+#G%"!@E# !7D"7#53#D"2#/+*3#1!@+%#'&./#"!@#

key, and I had to sign for the report when I took it out. And then because I really needed the information to do my 

"225A!)+!3,#H#D+!3#3&#30+#.&*5+%#3&#.&*7#"#B+D#*"A+2E# G&13#30"3#35)+#"#b]&'@#$&"23c#65.+d*%+25@+!3#B%&)#"!&30+%#

area went by the copy machine and recognized the report. He demanded to know who I was, who my supervisor 

was, and what authority I had to be reading that report. I doubt that would have happened if I had been copying a 

[Silver Border] report.

a+@#3&'@#)+#3&#3"'/#3&#l+!!7,#"#85'6+%#N&%@+%#23%"3+A523,#D0&#0"@#"#25)5'"%#3"'+#3&#3+''f

 

I had been with [Silver Border] for a few years and had been assigned to an important and highly visible project. I 

forged ahead on it without a ton of meetings because I knew who to call and whose input to get.  I wrapped it up by 

G5!@5!A#"''#30+#*%+2+!3"35&!2#)72+'B,#0&**5!A#&!#30+#.&%*&%"3+#^+3,#?75!A#3&#H!@5"!"*&'52#"!@#*%+2+!35!A#30+#*%&^+.3#

3&#30+#%+3"5'+%_2#)"!"A+)+!3#3+")E#V!#30+#b]&'@#$&"23c#25@+,#53#D&1'@#0"6+#3"/+!#I6+#'+6+'2#&B#)"!"A+)+!3#3&#

D&%/#"!@#%+D&%/#"#*%&^+.3#30"3#"#23%"3+A523#G+A"!E#4'35)"3+'7,#"#A+!+%"'#)"!"A+%#D&1'@#0"6+#?&D!#&!#30+#^+3#"!@#

presented the project to the retailer.

a+@#52#&!+#&B#30+#B+D#=&1325@+%2,>#D0&#0"@#.'&2+#D&%/5!A#%+'"35&!205*2#D530#G&30#30+#]&'@#$&"23#"!@#85'6+%#N&%@+%#

G%"!@2#D530&13#".31"''7#G+5!A#&!# 30+#&%A"!5C"35&!"'#.0"%3#&B#+530+%#&!+E#\"65!A#2*+!3#S;m#7+"%2# 5!# 30+#-+2+"%.0#

@+*"%3)+!3,#a+@#0"@#"!#&**&%31!537#3&#D"3.0#G&30#G%"!@2f

[Silver Border] was always smaller and relatively self-contained so communicating was easier. There was always 

"#3+")#2*5%53n"#%+"'#.")"%"@+%5+E##b]&'@#$&"23c#G+.")+#"!@#235''#52#G5A,#.1)G+%2&)+,#"!@#25'&d@%56+!E#H3#52#'5!+"%,#

compartmentalized, and burdened with a lot of layers of management. 

l1'5+,#"#]&'@#$&"23#'5!+#@+25A!+%,#"@@+@#D530#+)*"307,

a0+#@%56+#B&%#g1"'537#"!@#"#6+%7#23%1.31%+@#2723+)#&B#.0+./2#"!@#G"'"!.+2#)"@+#g15./#&*+%"35&!"'#@+.525&!2#30+#

exception, not the rule, and innovation remained in the hands of designers, new product developers and executives, 

instead of being widespread. But on the [Silver Border] side, everyone from the secretaries to the president was held 

responsible for coming up with new ideas, ways to make things better for the customer and for the company.

Throughout the many interviews and focus groups done to explore the cultures of these two brands, no 

&!+#@+2.%5G+@# 30+# %+"2&!2# B&%# 30+#.1'31%"'#@5BB+%+!.+2#"2#+'&g1+!3'7#"2#a+@E#\+#2++)+@# 3&#A+3#"3# 30+#0+"%3#&B# 30+#

issue, separating the organizational culture from the people. His description gives credence to the theory that an 

&%A"!5C"35&!"'#.1'31%+#.&)+2#I%23#"!@#30"3#30+#*+&*'+#B&''&D#J "̀!#[""!+!#U#N"%'+7,#9:O;ME#

Every social organization needs some target upon which to vent its frustration. In Orwell’s 1984, no one saw the 

enemy that no one participated in the war. Every time you needed to get mad at someone you got mad at the war that 

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never touched anyone. It served, however, as a focal point for aggression and negativity. In [Silver Border], that focal 

point is [Amnity]. [Silver Border] has always known who the villain was and he was ‘outside’ the building.  On the 

b]&'@#$&"23c#25@+,#53_2#7&1%#!+5A0G&%E#N+."12+#b]&'@#$&"23c#@&+2!_3#%+.&A!5C+#30+#+P523+!.+#&B#.&)*+3535&!,#7&1%#!++@#

for competition is directed at the person in the next cubicle. And the whole idea that there could be anyone out there 

D&%30#.&)*+35!A#D530#D0&2+#@+.525&!2#"!@#&*5!5&!2#)"33+%+@#D"2#^123#"!#"!"30+)"#3&#30+#b]&'@#$&"23c#25@+E#(5/+#H#

said, in that kind of culture, you have to focus your aggression and negativity on someone. If there is no recognizable 

.&)*+3535&!,#7&1#0"6+#3&#I!@#2&)+&!+#5!25@+#3&#D5!#&%#'&2+#"A"5!23E#b85'6+%#N&%@+%c#D&!#&%#'&23#G"2+@#&!#G125!+22#

&1325@+#30+#G15'@5!AE##b]&'@#$&"23c#D&!#&%#'&23#G"2+@#&!#D0+30+%#7&1#."!#A+3#7&1%#*%&A%")#30%&1A0#30+#A17#5!#B%&!3#

of you.

R"%+!,#D0&#G+A"!#0+%#."%++%#&!#30+#]&'@#$&"23#25@+#"!@#D+!3#&!#3&#G+.&)+#&!+#&B#30+#I%23#B+)"'+#85'6+%#N&%@+%#

+P+.1356+2,#B1%30+%#@+2.%5G+2#30+#@5BB+%+!.+2#G+3D++!#30+#3D&#G%"!@2f

V!#30+#b]&'@#$&"23c#25@+,#D+#3&'@,#"!@#235''#@&#3&#"#.+%3"5!#+P3+!3,#30+#%+3"5'+%2#D0"3#3&#@&E#H3#52#"!#"%%&A"!.+#305!AE#

o&1_''#0+"%#30"3#B%&)#"#'&3#&B#*+&*'+#D0+!#30+7#3"'/#"G&13#30+#b]&'@#$&"23c#G%"!@E# !@#7&1#."!#2++#30+#"%%&A"!.+E#

H3_2#G5A#.&%*&%"3+#b]&'@#$&"23c#"A"5!23#"#'533'+#."%@#20&*E# !@#2&#30+#D0&'+#.1'31%+#52#G15'3#"%&1!@#30"3#/5!@#&B#"3-

titude. What we’re all concerned about …I mean if this integration thing really happens, is losing touch with the 

outside world.  Being in touch is what [Silver Border] has always been good at.

V!+#&B#30+#85'6+%#N&%@+%#2+.%+3"%5+2,#D0&#0"@#D&%/+@#&!#G&30#G%"!@2,#6&5.+@#53#3052#D"7f

When someone gets a new account in [Silver Border], everyone knows about it within 24 hours. Everyone is 

*1)*+@E#a0+#'5!/"A+#52#30+%+E##H!#b]&'@#$&"23c,#*+&*'+#."!_3#!")+#30+5%#3&*#"..&1!32#G+."12+#30+7#"%+!_3#5!#3&1.0#

with them.

a+@#A&+2#&!#3&#*%&1@'7#@+2.%5G+#052#*"%35.5*"35&!#5!#0+'*5!A#3&#=D5!>#"!#"..&1!3f

T0+!#&!+#&B#30+#.0"5!2#'5/+#30+#b 6&!@"'+c#B&&@#23&%+2#652532#.&%*&%"3+#0+"@g1"%3+%2#B&%#"#7+"%'7#65253#&%#"#.&!3%".3#

renewal, we have always done ‘dog and pony’ shows to sell the [Silver Border] brand. The entire [Silver Border] 

brand rallies together and pulls every bit of research and information they have to win or keep the account. It 

@&+2!_3#)"33+%#D0+30+%#7&1#"%+#"!#"%3523#&%#"#I+'@#%+*#&%#"#)"%/+35!A#65.+d*%+25@+!3W#+6+%7&!+#"22&.5"3+@#D530#30+#

G%"!@#)"/+2#53#0"**+!#B&%#b85'6+%#N&%@+%cE#b]&'@#$&"23c#@&+2!_3#0"6+#3&#2+''#30+#G%"!@#3&#"!7&!+E###

a+@#21))"%5C+@#30+#@5BB+%+!.+2#'5/+#3052f# 3#b]&'@#$&"23c,#7&1#!++@#"#'5.+!2+#3&#I20E# 3#b85'6+%#N&%@+%c,#"''#7&1#

!++@#52#"#D&%)>E#R"%+!#21))"%5C+@#30+)#D530#"#'533'+#@5BB+%+!3#3D523f#= 3#b85'6+%#N&%@+%c#7&1#."!#"2/#+P+.1356+2#D07#

30+7#"%+#"''#3"!#"!@#G"'@E#o&1#G+33+%#!&3#"2/#30"3#&B#30+#b]&'@#$&"23c#+P+.1356+2p>

8$'-?,5'&$?!'(-!=,#$?!*+%'+,-!&$'#!'(-!;&?('!G$-

a0+#%+21'32#&B#30+#.1'31%"'#"1@53#&B#30+#]&'@#$&"23#G%"!@#"!@#30+#85'6+%#N&%@+%#G%"!@#D+%+#*%+2+!3+@#3&#2+!5&%#

management. Less than two weeks later, senior management decided to integrate the brands. In the face of declining 

*%&I32#G%&1A03#&!#G7#@+.'5!5!A#)"%/+3#20"%+,# 2+!5&%#)"!"A+)+!3#G+'5+6+@# 30"3# %+23%1.31%5!A#+BB&%32#.&1'@#@+'+3+#

&%A"!5C"35&!"'#%+@1!@"!.5+2#"!@#%+@1.+#.&232E#a0+#@"5'7#.&%*&%"3+#!+D2*"*+%#g1&3+@#30+#$eV#.&!.+%!5!A#D0"3#0+#

%+B+%%+@#3&#"2#30+#=3%"!2B&%)"35&!#&B#30+#.&)*"!7E>#\52#*+%2&!"'#6525&!#B&%#30+#.&)*"!7#D"2#30"3#]&'@#$&"23,#H!.E#

could apply the principles of teamwork across divisions, creating a community of partnerships.  

Analysis

One of the functions of any subculture is to create a sense of group cohesion to protest against the monolithic 

.1'31%+E#H3#%+?+.3+@#D0"3# '"2113"%5#J9::;M#."''+@#=5!3+%A+!+%"35&!"'#.&!?5.3E>#q&D0+%+#D"2#30+%+#"#A%+"3+%#2+!2+#&B#

group cohesion than within the Silver Border culture. Its own ways of doing business both manifested and resolved 

30+#.&!?5.32#&B#30+#]&'@#$&"23#G%"!@#.1'31%+E#a0+#85'6+%#N&%@+%#G%"!@#3&&/#30+#5!535"356+#3&#.%+"3+#532#&D!#D"72#&B#

working, its own set of meanings, demonstrate that the hierarchy and formality of the monolithic culture could be 

%+D&%/+@#2&#30"3#"#.1'31%+#D530#B+D+%#2723+)2#"!@#%1'+2#.&1'@#G+#^123#"2#*%&I3"G'+E

The new internal slogan, “One organization, one team, one greeting” suggested an integration of the two brands 

%+21'35!A#5!#"#.1'31%+#&B#D0"3#30+#$eV#G+'5+6+@#&BB+%+@#'5)53'+22#*&3+!35"'E##N13#3&#30+#*+&*'+#5!25@+#30+#85'6+%#N&%@+%#

brand, it became clear that all the goodness of their culture would be usurped by what people inherently knew to be 

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30+#.1'31%+#&B#30+#]&'@#$&"23#G%"!@,#23++*+@#5!#2723+)2,#23%1.31%+,#"!@#D0"3#2+!5&%#)"!"A+)+!3#G+'5+6+@#D"2#30+#

only way of doing business. 

Silver Border voices from all levels of the company feared what employees had always recognized as the monolithic 

culture. And despite all the goodness inherent in the ways the Silver Border brand did business, few ways of their 

=@&5!A#G125!+22>#D&1'@#21%656+#5!#30+#5!3+A%"35&!E#a0+#.1'31%+#&B#30+#]&'@#$&"23#G%"!@#3&3"''7#121%*+@#30+#85'6+%#

Border culture. To employees, it was devastating and a clear indication of just how powerful the monolithic culture 

was. Silver Border employees realized they would soon be working in a culture laced with arrogance, controlling 

2723+)2,#G1%+"1.%".7,#"!@#5!?+P5G5'537#D05'+#'&25!A#30+5%#&*+!#"!@#0&!+23#D"72#&B#.&))1!5."35!A,#30+5%#@+I!535&!#

&B#.123&)+%dB&.12,#"!@#30+5%#2+!2+#&B#3%1+#3+")D&%/E#a0+#]&'@#$&"23#.1'31%+#6"'5@"3+@# )+%5."_2#@+*"%3)+!3#23&%+#

theory that “bigger is better.” 

H%&!5."''7,#!&3#3&&#'&!A#"B3+%#85'6+%#N&%@+%_2#5!3+A%"35&!#5!3&#30+#)&!&'5305.#.1'31%+,#]&'@#$&"23,#H!.E#5!3%&@1.+@#

30+#*&D+%#&B#G%"!@#+g1537#G7#'"1!.05!A#$&))1!5."35&!2#G7#]&'@#$&"23E#a0+#!+D#G%"!@#D"2#.%+"3+@#3&#'+6+%"A+#

]&'@#$&"23,#H!.E_2#05A0#%+.&A!535&!#G%"!@#!")+E#a0+#85'6+%#N&%@+%#G%"!@,#D05.0#2&'@#5!#)&%+#30"!#S<,<<<#23&%+2,#D"2#

positioned as getting a boost from new products including new cards and gift wrap. But Silver Border employees 

knew it was lip service and recognized all too well that their brand’s culture was not only being integrated but was 

"'2&#G+5!A#*120+@#3&#30+#G"./#&B#30+#G%"!@#*&%3B&'5&E# B3+%"'',#=85'6+%#N&%@+%#B%&)#]&'@#$&"23>#0"@#!+6+%#&!.+#G++!#

considered for the new brand.

*GC*7<48GC

 !#&%A"!5C"35&!_2# B&1!@+%# .%+"3+2# "# .1'31%+# 30"3# %+?+.32# 052# &%#0+%#G+'5+B2# "!@#6"'1+2,#D"72#&B#/!&D5!A,# "!@#

behaviors of how to do business. Over time, the characteristics which are collectively created through years of 

interaction and which unconsciously direct every activity performed by its employees add strength to the monolithic 

culture. Subcultures, on the other hand, are born when groups of people, who live vertically and horizontally within 

"!#&%A"!5C"35&!,#I!@#G+33+%#D"72#&B#@&5!A#G125!+22,#"'G+53#@5BB+%+!3#B%&)#30+#)&!&'5305.#.1'31%+,#30"3#+!21%+#30+5%#

own success.

This research not only clearly validates the existence of a monolithic culture in one corporation but also provides 

insight into Goliath behaviors that can rear their ugly heads. Identifying and understanding the differences between 

30+#]&'@#$&"23#G%"!@#"!@#30+#85'6+%#N&%@+%#G%"!@#*%&65@+@#5!25A03#5!3&#30+#23%+!A30#&B#30+#)&!&'5305.#.1'31%+#"!@#30+#

inherent oppressive power of a monolithic culture, as well. Given that corporate culture is crucial to organizational 

effectiveness, it follows, therefore, that a key task for the leadership of the company is to understand the dynamics 

between the monolithic culture and the subcultures. By giving employees permission to do what works and actively 

leveraging the strengths of both the monolithic and subcultures, everyone wins.

To accomplish this, senior managers must recognize that when they develop personal stakes in a monolithic 

culture, they may also unintentionally send messages that discount the subcultures. If these managers are heavily 

vested in the monolithic culture, they may conspire to protect everything in the culture no matter how outdated their 

ways of knowing and working may be. Because of their intense emphasis on their own future in management and 

the monolithic culture lenses through which they want to see themselves, these senior managers are often blind to 

30+#A&&@!+22#5!0+%+!3#5!#30+#21G.1'31%+2E#H3#52#3052#G'5!@!+22#30"3#."!#.%+"3+#.&!B125&!#"!@#.&!?5.3#"!@#)7#%+21'3#5!#

an “us vs. them” mentality. 

T0+!#"#)&!&'5305.# .1'31%+# 121%*2# "# 21G.1'31%+# 30"3# 2+%6+2# 3&# .%+"3+#)+"!5!A# "!@# 25A!5I."!.+# B&%# A%&1*2#&B#

employees, all employees lose. Senior management must take responsibility for recognizing and validating all the 

subcultures, especially when they are generating revenue. If done judiciously, the corporation can adapt and thrive. If 

!&3#30+#.&%*&%"35&!#D5''#G+.&)+#I''+@#D530#%+2+!3)+!3#"!@#@52"**&5!3)+!3E#a052#.0"''+!A+#52#*%&B&1!@#"!@#*+%2&!"',#

and its potential for impact on the company’s performance is enormous. 

]&'@#$&"23,#H!.E#D+!3#&!#3&#+!@1%+#@+.'5!5!A#2"'+2#"!@#%+6+!1+2E#H!#S<<O,#%+6+!1+2#D+%+#&BB#S#i#B%&)#S<<LW#

5!# S<<:# %+6+!1+2#D+%+#&BB# Oi# B%&)#S<<OE# # H!#S<<:,#]&'@#$&"23,# H!.E# d# "# .&)*"!7#D530# "# %+*13"35&!#&B# 0&'@5!A#

&!3&# +)*'&7++2# B&%# @+."@+2# d# @%&**+@# O#i#&B# 532#D&%/# B&%.+E#]&'@#$&"23#D5''# !+6+%# /!&D# B&%# 21%+#D0+30+%# 30+#

revenue drops and layoffs were due to the recession, due to the generational shift to more immediate forms of 

communication, or due to its inability to recognize and leverage the strengths of the Silver Border subculture. 

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;:A:;:C*:4

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Wolfgang, M., & Ferracuti, F. 1970. 4+M)+%'+,-!#H!D&#%-$)-.! $! &$'-?,5'-3!)#$)-/'+5%&J5'&#$. In D. O. Arnold 

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 $$5!756/-!is a visiting assistant professor of management at Rockhurst University. Her current research interests 

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and Organization and others. She spent 30 years working in corporate America.

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