Abstract

Based on the assumption that the search for clusters of similar perceptions is important for organizational management and change, this article analyzes the degree of cultural agreement among an organization’s subcultures, identifying the values (both extant and desired) perceived by the leadership and staff clusters. Was used Q-methodology for the systematic analysis of subjectivity, that enabled the ideographic evaluation of organizational values to be performed, and a qualitative methodology, involving a case study of ARFCO, Rio de Janeiro firm, based on documentary evidence, interviews and questionnaires filled out during workshops. We found that the organizational culture of ARFCO is predominantly fragmented. The existence of cultural fit among the leadership and staff subcultures, regarding desired values, offers us sufficient insight to suggest that cultural alignment within ARFCO is possible, as long as the current differences of perception can be attenuated. To begin fostering cultural alignment, we suggest focusing on programs that seek to achieve the desired values for the two groups and make the governance of the organization, in a complex and competitive environment, more easily manageable. The form of execution should be tailored to the organization in alignment with the desired organizational culture.