The increase in individualism and alienation (rather than collectivism) triggered lonely people to search for an identity and they celebrated organizational culture because it allowed people to answer aching questions for raison d’etre! “Who am I, what is my reason for being in this world? etc.

Technically advanced production and the rise of service industry led employees  to be more customer-focused (not product-focused) and technically qualified. Consequently, skillful and well trained employees preferred independent working conditions. Organizational culture, as a way of controlling employee behavior, allows members to use their judgment, and act more freely within defined organizational norms. Once members of the organizations cultivated with organizational values, close supervision will be redundant.

Machine bureaucracy gradually became less useful in managing people: This movement led scholars focusing on the human aspect of management, or in other words, “soft” aspects of organizations.

Innovative production techniques usually decrease the overall flexibility of the organization. To balance the level of efficiency with the degree of flexibility, organizations should employ people who have a sense of active belonging and commitment. Organizational culture is providing a cognitive scheme through which members can agree upon collective values, and thus elevate the level of organizational commitment.

Finally, observing the Japanese cultural value system and its reflections within Japanese organizations, other countries also tried to understand and encapsulate these reflections for themselves, and hence the interest in the cultural aspect of organizations tend to strengthen. This is called Japanese miracle.