The purpose of this study was to describe the level to which a target work culture based on core organizational values was shared in one lumber manufacturing plant. The organization under study perceived that their culture was a source of competitive advantage and was key to their success in safety, product quality, and labor-relations. The organization had actively managed their culture through operations management and human resource policies. The study addressed three research questions (1) to what extent were the core values of the organization shared, (2) were there any inconsistent values, and (3) did organizational members perceive their culture as helping or hurting their plant's performance outcomes. The study found eight of the nine values were shared across the organization. The values of safety and customer satisfaction were strongly shared. The value of environmental stewardship was not apparent in the organization. The organization perceived that its culture helped the mill success in key performance outcomes by promoting teamwork, participation, and communication. For the values of communication, involvement, trust, and respect there were perceptions of inconsistency between the target culture's definition of the value and its actual practice. The study provides support that culture may have an influence on organizational effectiveness. / Graduation date: 2002