| Summary: | In this paper, I examine how clergy’s value orientations and congregations’ relationships to the superordinate organizations in their institutional environment are reflected in congregations’ organizational cultures. My analysis of nearly 50 qualitative interviews with clergy, members, and former members of four Southern Baptist Convention congregations and one Independent Christian megachurch indicates organizational cultures are (1) reflections of their leaders’ value orientations and the congregation’s engagement with superordinate organizations and (2) an important indicator of how congregations establish legitimacy. I describe three unique organizational cultures and their relationship to clergy’s value orientations and the congregations’ ties to the superordinate organizations in their institutional environment. In the discussion, I argue there is a need to focus on specific components of the institutional environment beyond superordinate organizations, and I consider the role the three organizational cultures described in the text play in congregational growth and decline and church conflict.
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