The chapter "Culture as Social Control: Corporations, Cults, and Commitment" by Charles A. O'Reilly and Jennifer A. Chatman explores the concept of organizational culture from a functional perspective, viewing it as a social control system based on shared norms and values. The authors argue that culture influences members' attention, interpretations, and behavior, shaping their commitment to organizational goals. They distinguish between formal control, which relies on external rewards and rules, and social control, which operates through informational and normative influence. The chapter discusses the psychological mechanisms that underpin social control, such as participation, symbolic actions by management, consistent messages from peers, and comprehensive reward systems. It highlights the importance of aligning norms and values with environmental demands to ensure effective performance and adaptability. The authors also examine how strong culture can lead to both positive and negative outcomes, depending on whether the norms are strategically appropriate and whether they are internalized by members.The chapter "Culture as Social Control: Corporations, Cults, and Commitment" by Charles A. O'Reilly and Jennifer A. Chatman explores the concept of organizational culture from a functional perspective, viewing it as a social control system based on shared norms and values. The authors argue that culture influences members' attention, interpretations, and behavior, shaping their commitment to organizational goals. They distinguish between formal control, which relies on external rewards and rules, and social control, which operates through informational and normative influence. The chapter discusses the psychological mechanisms that underpin social control, such as participation, symbolic actions by management, consistent messages from peers, and comprehensive reward systems. It highlights the importance of aligning norms and values with environmental demands to ensure effective performance and adaptability. The authors also examine how strong culture can lead to both positive and negative outcomes, depending on whether the norms are strategically appropriate and whether they are internalized by members.