Clan (Collaboration)
Family-like culture, people-oriented. The leader is a mentor. Core values: loyalty, tradition, commitment. Effectiveness is measured by cohesion and people development.
Organizational culture model · Cameron & Quinn (2011) 
The Quinn Model — Competing Values Framework
The Competing Values Framework developed by Cameron and Quinn describes organizational culture through two fundamental tensions: flexibility versus control, and internal versus external focus. These crossed axes define four archetypal cultures — Clan, Adhocracy, Hierarchy, Market — each favoring a distinct leadership style, value set, and domain of effectiveness.
Key dimensions
01
Flexibility / Discretion
Room for action, dynamism, rapid adaptation. Stands in contrast to stability and control.
02
Stability / Control
Predictability, rules, hierarchical coordination. The rigid counterpart to flexibility.
03
Internal focus
The organization turns inward toward its unity, its operations, and the cohesion of its members.
04
External focus
Differentiation, external rivalry, market positioning.
Model categories
Adhocracy (Creation)
Entrepreneurial, creative, innovation-oriented culture. The leader is a visionary. Values: risk-taking, agility, novelty. This is the culture that most favors innovation.
Hierarchy (Control)
Structured, bureaucratic culture, focused on efficiency and reliability. The leader is a coordinator. Values: rules, procedures, stability.
Market (Competition)
Results-oriented, competitive culture, focused on external success. The leader is a producer. Values: performance, goals, winning.
Key takeaways
- Every organization blends the four cultures — the proportions vary.
- No culture is superior; each is suited to a particular context.
- Diagnosing the culture reveals levers to help it evolve.
- Innovation thrives most in the Adhocracy quadrant.
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