This investigation shows how difficult it is to provide a clear definition of culture and corporate culture in an unambiguous way because of the different perspectives that authors and researches have. It is obvious that a "strong" culture created by a management or by a founder can influence behaviour but a corporate culture is not a tool to change behaviour or control individuals.

Culture can be influenced by management however it is very important to observe the measurements. Regarding to the culture as something that a corporate is seems to be the best perspective to manage changes in a corporate and lead the corporate to success.

Subcultures must also be observed in enterprises. It is very important to integrate the subcultures in a culture. A "right" organisation culture does not exist, so finally it can be said that cultural awareness means to recognise the cultural differences, if it exists between two companies or organisations or within one company itself.

The benefits of cultural awareness are obviously: reflecting about alternative ways of thinking, managing, experiencing and interpreting, about alternative approaches, will enable a manager to make sensitive and well-considered decisions which will be more effective than those that reveal ignorance of cultural differences.

This assignment revealed that corporate culture is indeed an ambiguous matter and it shows clearly that some researchers are right when they say that culture cannot be identified by one single definition. And it is in a way also right to say that without a stable and clear definition. It is also a subject which should be studied. The result of it is that we have to take care of the organisational culture and to try establishing awareness to it.

The culture is too soft and easy to influence by so many factors that a manager or a founder have to be very sensitive while establishing an organisational culture. The external and internal factors are for example subcultures within the enterprise, the multicultural environment and social change. Thus the manager got to have a "soft hand" and enough sensibility to deal with the organisational culture. The decisions which can influence an organisational culture have to be well-considered because they affect also the organisational "climate" between companies and within an organisation.