International Journal of Business and Social Science, Vol. 8, No. 2; February 2017                                

In  contemporary  studies,  corporate  culture  is  taken  as  interactions  rather  than  essence.  However,  traditional 

approach to corporate culture assumes the existence of an overarching unitary culture and ignores the effects of 

interacting sub-cultures. This inadequacy is attributed to the lack of a plausible sub-cultural referent framework 

that effectively differentiates the culture of organization into sub-cultures. A new approach to operationalize this 

new  perspective  is  thus  needed.  The  purpose  of  this  paper  is  to  use  the  Viable  System  Model  for  delineating 

functional sub-cultures and measure the effect of sub-cultural interaction on performance in workplace. 

Keywords: Organizational Behavior, Culture, Subculture, Systems, Viable System Model, Performance.