Abstract
The foodservice sector of the hospitality industry is unique in its structure and prevailing organizational cultures. The manuscript examines the effect of organizational culture and climate on foodservice operations. A four-quadrant model of organizational culture types is presented. The findings indicated that the extent to which foodservice leaders are mindful of effective organizational culture principles would determine the level of future operational success. It further demonstrates that the Clan type culture or "family-type organization" results in sustained organizational effectiveness. The authors draw conclusions and present suggestions for restaurants looking to improve their organizational culture with the aim of effecting overall positive change. They further call for empirical research to measure the effect of leading-edge organizational culture principles on the restaurant industry.