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This paper investigates organizational culture of high technology, or "high tech" companies by addressing two major concerns - "external adaptation and internal integration" as well as implications for the structure of the external firm environment. Very little research is specialized on describing high technology organizational culture, especially with respect to the mentioned focuses. Thus, the paper explores the mentioned topics empirically with a sample of 29 high technology firms from Europe, North America, and Asia. Using a systematic framework, a literature review was conducted, which surveyed primary, secondary, and tertiary sources. Findings from the investigation indicated a preference for (i) internal integration over external orientation in the organizational culture of the studied high tech firms. The data also pointed towards an (ii) environment characterized less by market volatility and more by technology turbulence. The data also reflected patterns of involvement, achievement, and innovation values that were held in the high technology firms. Nevertheless, additional empirical studies are necessary to facilitate theory expansion in a more sophisticated manner.

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Stephanie Lippert obtained her Master´s degree at HHL Leipzig Graduate School of Management and UCLA in Los Angeles. She gained management consulting experience at BearingPoint, Horváth & Partners, and as a strategic advisor for high-tech firms in California. Currently, she is supporting sell-side M&A transitions at an investment bank in the U.S.

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