However, there are many definitions of organizational culture. Edgar Henry Schein (1992, p.12), who is considered the father of organizational culture, suggests the following definition:

"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems".

Gareth Morgan (1998) defined organizational culture as the set of beliefs, values, and norms, together with symbols like dramatized events and personalities, that represents the unique character of an organization, and provides the context for action in it and by it.

However, most definitions focus on the core values, norms and underlying beliefs that define the appropriate way individuals act and behave in an organisation (Walter, 2007, p.57).

Schein identifies three distinct levels of organizational cultures:

• Artifacts
• Espoused values
• Basic assumptions

Artifacts include any tangible or visible elements in an organization (Denison, 1990): for example, architecture, facilities, offices, furnishings, technology, products, language, dress code, office jokes, manners of address, myths, stories, all exemplify organizational artifacts. Artifacts are the visible elements in a culture, easy to observe, but difficult to decipher. Thus, verbal, behavioral and physical artifacts that can be recognized by people, can be seen, felt and heard on surface (Schein, 1992; Trice, 1984; Dalkir, 2005).

Espoused values are the stated values and rules of behavior in the organization; it is how the members perceive the organization themselves and how they present it to others - the stated strategies, goals, philosophies, and justifications.

Shared Basic Assumptions are taken-for-granted behaviors which are deeply embedded, usually unconscious and hard to recognize from within.

Hill and Jones (2001) describe organizational culture as consisting of the artifacts, experiences, beliefs and values of an organization.

Goldhaber and Barnett (1988, p.107) suggest the following components of an organizational culture: language, values, and stories and legends.