許書瑋Hsu, Ryan ShuweiBinh Tran ThiBinh Tran Thi2019-09-032017-09-182019-09-032017http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22G0105596114%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/94456無中文摘要I have been seen and read that the high performance’s and lasting companies are usually associated to their different, unique and strong culture. So I wondered if can we consciously create and maintain a culture that help company high performing and who can mainly do this job. Obviously the one who create and manage the company is the one creating and maintaining culture of it, so called leaders. So the purpose of this thesis is to understand the narrowed subject of organizational culture, its history, its major contributors, its definition, structure, what leaders’ role can do about organizational culture, how to decipher and change the culture. Over my research, I find that almost successful organization has three common building blocks of its culture: learning culture, own unique culture and ambidextrous capacity. So I would like to propose this framework to any organization to build these cultures as the foundation for its success. My knowledge is greatly influenced by Edgar Schein and his book “Organizational culture and leadership” and the book is the frequent source of reference of my first part of the thesis. Second part will be the case studies demonstrating the effectiveness and leader’s awareness of company’s culture, how the three building blocks of a thriving organizational culture are present in those organizations.organizational cultureleadershiplearning organizationambidextrous organizationorganizational cultureleadershiplearning organizationambidextrous organization