Organizational Culture as a Strategic Pillar: A Theoretical Analysis of Models, Levels, and Typologies

Introduction: This paper approached the study of organizational culture from a theoretical perspective, recognizing its historical evolution and its relevance in business performance. From the 18th century to the present, organizational culture was conceived as a determining factor in the way organizations operate, adapt to change and project their identity to the external environment. Development: During the development of the research, theoretical models proposed by authors such as Edgar Schein, Chiavenato, Denison, Harrison and Ansoff were analyzed. Each one provided different levels, functions and classifications that allowed understanding organizational culture as a phenomenon composed of visible elements -such as artifacts, symbols and structures- and invisible ones -such as values, beliefs and basic assumptions. Power-oriented, norm-oriented, results-oriented and people-oriented cultural typologies were also studied, highlighting how these influenced staff motivation, decision-making and leadership. Conclusions: The research concluded that a strong and consistent organizational culture represented a competitive advantage for companies. It was found that results- and people-oriented models favored more flexible and innovative environments, while rigid cultures based on power or norms were less effective. Finally, the importance of strategically managing organizational culture to strengthen corporate identity, improve productivity and foster long-term sustainability was highlighted.