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Japanese and American management decision‐making patterns are compared. The Daido Steel Company of Nagoya, Japan, was a very co‐operative partner in providing both demographic and action step information. Overall, three research hypotheses are focused on relating to decision pattern, length of decision sequences, sex, job and type of incident.

The monolithic and integrative conceptualization of organizational culture is not inherently wrong, but presents a rather limited and simplified version of the dynamics and attributes of culture. The concept of organizational culture can be dismantled to reflect the underlying group cultures. Our understanding of organizational culture in its current, unitary sense may be enhanced by paying attention to its multiple group cultural components. While a single organizational culture can be identified, it generally represents only a small portion of the total cultural environment which is present within the organization. An idiocultural perspective will bring future cultural studies more in line with organizational reality.