This article demonstrates the usefulness of applying the multiperspective framework developed by Martin (1992) to the analyses of organizational culture. The paper presents empirical evidence derived from the UK retail sector to illustrate that the culture of retail organizations can be more clearly understood by reference to Martin’s (1992) three perspectives. Moreover, it argues that the organizational members’ perceptions of culture correspond with their respective hierarchical positions. The paper concludes with an exploration of theoretical and practical implications derived from the application of Martin’s (1992) three‐perspective framework.
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