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Organizational culture is the “set(s) of artifacts, values, and assumptions that emerge from the interactions of organizational members” ( Keyton 2005 , 1). These interactions create a social order or a communication construction of the organization. Thus, symbols, messages, and meaning create a continuous communication performance at work (→  Culture: Definitions and Concepts ; Meaning ). This is why it is frequently stated that an organization is culture rather than an organization has a culture ( Smircich 1983 ). While the popular view of organizational culture is often that it is comprised of organizational members’ shared assumptions, communication scholars have demonstrated that multiple shared patterns of organizational artifacts, values, and assumptions exist and are constantly being created and recreated through member interactions (→  Organizational Communication ). Artifacts are visible or tangible in themselves or in their manifestations, such as norms about politeness or dress, organizational customs such as new employee orientation, or physical representations such as organizational logos. Artifacts are easy to observe, but can be difficult to decipher. For example, an organizational logo can be easily identified, but why or how the logo or artifact represents the organization is not always direct or clear. Because an analysis of an organization's artifacts ... log in or subscribe to read full text