This article explores the relationship between organisational sub-cultures and organisational performance in the UK ambulance service. Based upon empirical evidence, the paper classifies the different ambulance sub-cultures using Schein’s (1996) three cultures framework and draws attention to the ways in which performance and culture interact in an iterative manner. It further argues that assumptions of the sub-cultures need to be further recognised by organisations.
- ambualnce service, organizational culture,
- culture of management