Abstract:
The purpose of this paper was to conceptualize organizational culture using Cameron and
Quinn’s Competing Values Framework to explore the differences between traditional and
virtual work environments. In review of the literature, organizational culture was defined
and the framework was laid out to discuss clan, adhocracy, hierarchy, and market cultures
in traditional and virtual workplaces. I conceptualized that clan and hierarchy cultures
would be best suited for a traditional workplace while the adhocracy and market culture
would be best suited to a virtual workplace.
