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The purpose of this paper is to understand Korean women’s lived experience with career chance given the unique cultural traditions.

This study adopted a basic qualitative research design. The data from semi-structured person-to-person, in-depth interviews were analyzed using a constant comparative method.

The findings revealed that the participants dealt with their career chance events to maintain harmony. Their experienced chance events were scattered over a period of time, but as a whole, these events became meaningful for their career development. The lessons learned through their experiences transformed their priorities in career decisions and life values.

This study yielded insightful theoretical and practical implications. From a theoretical perspective, this study identified the key elements of career chance events and interactions among these experiences, which can be further developed for future theory building.

From a practical perspective, this study sheds light on career education and counseling programs for adult women in an educational setting. In an organizational setting, this study recommends creating an employee career development culture where women employees are encouraged to take advantage of unpredicted career chance experiences.

This study provides culturally unique contributions to the body of literature on career chance events experienced by Korean women, which may not be adequately accounted for in most existing theories driven by western individualistic ideas of careers.

The purpose of this paper is to examine the fundamental premises (i.e. perspectives on organizations and intrinsic research contributions) embodied in the literature on organizational culture and offer insights into where organizational culture research should be headed now and going forward.

This research provides an integrative review of organizational culture research and investigates commonalities and differences in terms of the fundamental premises between North America and Europe.

The findings include that the modern perspective was most pervasive (87 percent) in both regions, with Europe slightly more open to varied perspectives such as symbolic and postmodern ones; approximately 70 percent of the studies were geared toward organization-level contributions, less than 10 percent toward individual-level contributions, and less than 20 percent toward mega-level contributions as the underlying research intent; and (c) in terms of the perspective-contribution combination, the pair of modern perspective and organization-level contribution was most dominant in both regions, while the individual-level contribution was paired with no other perspectives than the modern one.

This research suggests that the research community shape a whole new discourse on organizational culture and recommends several promising research avenues.

By engaging in fundamental discussions on how an organization has been perceived and what purpose it has meant to deliver, this research offers an overarching view of where we stand currently and possibly where we should be heading in terms of organizational change management.