It is important to recognize that even an organization’s unified culture is not entirely homogenous; subcultures subsist and each division or unit in the organization sees things from a somewhat diverse standpoint.
DeWitt Dearborn and his colleague, the Nobel Prize winner Herbert Simon, had executives from a single company read a case study that was to be discussed as part of a training program. Before the discussion began, they asked the executives to write down what they each saw as the primary problem facing the organization described in the case. As you may expect, the head of marketing saw the problem as a marketing problem, the head of finance saw it as a finance problem, and the head of production saw it as a production problem, and so on.
That is, the different heads of the different divisions in the company tended to perceive the world in a way that was congruent with their own division’s function, and in terms of the culture that their division had developed. This is not to say that they did not share parts of each other’s culture, but they did have views exclusive to their own parts of the organization.