Certain aspects of the culture of research institutions serve to sustain and motivate those bent on a profession requiring painstaking work. These aspects include a learning climate, intellectual values, a sense of belonging, a sense of ownership for work done, and an acceptance of delayed rewards. Undoubtedly, one of the most attractive incentives for researchers is the opportunity to lead an active intellectual life. For instance, the culture helps determine the extent to which members of the organization will and are expected to extend themselves to fulfil tasks. Indeed, the culture can cause individuals to use or to push the very limits of organizational capacity.
Cultural values express what people believe the organization wants to happen.
It takes time to absorb the organizational culture, for it generally cannot be spelled out in a document or directive. In sum, an organization's culture is the attitudinal and behavioral representation of the mission. Culture helps define its members' attitudes and actions regarding tasks, roles, people, power, and change. It provides a framework through which the organization can acknowledge internal problems and resolve them, and analyze external challenges and meet them. An organization's competitiveness depends in part on its ability to create an environment that motivates and stimulates its personnel.