In simple terms, corporate culture signifies a set of principles, values, practices, and codes of behaviour, which are peculiar to a corporation. Corporate culture is greatly linked to corporate strategy. The strategic achievement of a corporation relies on the way in which the culture of the corporation promotes risk-taking and reception of response in the corporation. Similarly, corporate culture and strategy relate since corporate strategy can be developed by learning the corporate culture in position. Corporate strategy depends on the culture laid down in the corporation. The culture adopted by any corporation is conventionally the set pattern of carrying out things. Corporate culture is what establishes the approach and conduct of any worker in a given condition. Corporate culture could be influenced to position a corporation to higher prominence among its competitors (Johnson, Scholes & Whittington 2008). A suitable corporate culture can easily turn into a successful corporate strategy. A corporation with an insubstantial or missing culture is set to either wander along or fall to the suppression of rivals with a dominant culture. On the contrary, a business with an instituted culture frequently selects its employees anchored on the reality that they bear similar values, thus turning them into a cohesive unit. The link involving corporate culture and strategy stands out conspicuously in a management corporation having a well-built corporate culture of employing young, active, brilliant, and dedicated workers who assist in driving the corporation to thrive. These workers are frequently graduates of esteemed business schools. In this regard, corporate strategy and culture are interlocked; therefore, the corporate culture is a youthful, onward-believing, result-oriented employees and section of the policy is to hire the finest graduates from the reputed business schools. Corporate culture and strategy are components of the chief contributing aspects of the far a corporation will go as well as the components of deciding if a company will prevail the distance. For instance, in an aggressive market, a business shapes its corporate culture in such a way as to allow it to have an excellent competitive strategy. In this sense, if the business embraces a culture of well-built work ethics, it could bring an increase in production, which can be attributed to a corporate strategy. For instance, in a case where there exist two different fast food shops in an area, one shop may close at around nine o’clock in the evening whereas the other delights itself on remaining open until midnight (Linnenluecke & Griffiths 2010). This operating time signifies both a corporate culture and strategy. Most businesses put great importance and attempt in formulating policies to attain competitive advantage. Nevertheless, researches point out that strategy is less significant than the business potential to perform, which relies greatly on corporate culture (Beardwell & Claydon 2007). Corporate culture is thus vital to organisational achievement. Developing a winning corporate culture is possibly the most significant strategy employed by human resource management in assisting a company to improve novelty, worker and client commitment, income and market