Building a Strong Organizational Culture: Key Drivers and Best Practices

Abstract

This qualitative study explores the key drivers and best practices for building a strong organizational culture within private sector organizations in Ottawa, Ontario, Canada. Recognizing that organizational culture significantly influences employee engagement, performance, and retention, the research seeks to understand how culture is formed, sustained, and adapted in contemporary work environments. Data was collected through semi-structured interviews with 18 professionals occupying leadership, HR, and managerial roles across six private organizations. Using thematic analysis, six core themes emerged: Leadership Influence, Recruitment and Cultural Fit, Recognition and Motivation, Culture in Hybrid Work Models, Technology and Culture Transmission, and Feedback Loops and Culture Assessment. The findings highlight the central role of leadership in modeling and reinforcing cultural values, the importance of value-based recruitment in maintaining cultural coherence, and the critical need for recognition systems that reflect organizational priorities. Additionally, the study reveals how hybrid work and digital platforms have redefined cultural expression and interaction. Regular feedback mechanisms emerged as vital tools for assessing and refining culture in dynamic business contexts. This study contributes to the growing body of knowledge on organizational behavior by offering practical recommendations for cultivating resilient and high-performing workplace cultures. It also identifies areas for future research, including sector-specific analysis, longitudinal studies, and quantitative validation of cultural indicators.