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Organizational Culture And Informal Networks: A Field StudyLee, Jeremiah; Rigby, Jacob; Ding, HaijieNetworks and CultureTrust, Culture, Centrality, Information Sharing, Social Network Analysis, Network StructureSAT.AM2This paper explores the connection between organizational culture characteristics and informal network patterns within a high performing multinationalorganization. We collected both social network data and organizational culture data from over 20 branches of one of the biggest global express deliverycompanies operating in China. Three informal networks were mapped using a web‐based survey: information flow, positive energy flow and emotional trust. Atthe same time participants responded to an organizational culture survey modeled after Cameron & Quinn’s competing value framework (Cameron & Quinn,2005) and Schwartz’s value framework (Schwartz, 1992). The survey measures an organization along eight progressively more evolved dimensions of culturalemphasis: Pleasure, Safety, Power, Order, Achievement, Social, Learning and Harmony. Analysis showed that: (1) Network indices such as average branch indegree,out‐degree and density showed negative correlations with the less evolved Pleasure, Safety and Power cultural dimensions and positive correlationswith the higher order Social and Learning cultural dimensions. These correlations were highest for the information network indices and lower, but stillsignificant, for the positive energy flow and emotional trust network indices. (2) Branch E‐I index negatively correlated with the Learning, and to a lesserextent, the Social cultural dimensions. The conceptual and practical implications of these findings will be discussed in the paper.