Organizational structures are comprised of an organizational culture created by the beliefs, values, traditions, policies and processes carried out by the organization. The work-life system in which individuals use work-life initiatives to achieve a work-life balance can be influenced by the type of organizational culture within one's workplace, for example a structured, rigid culture in which employees are afraid to ask questions versus a flexible, open culture where discussion is encouraged. Grouping methodologies such as cluster analysis or latent class analysis can be used to create typologies of organizational culture. The focus of this paper is to deconstruct the common methodology of cluster analysis used to identify typologies of organizational culture in the NSCW Study and the NOS Study, which set out to identify the impact of organizational culture on the use and existence of work-life benefits for individuals and organizations, respectively (Munn, 2012). The paper discusses the cluster analysis methodology in detail as well as another grouping methodology – latent class analysis - as a means to understanding the place of organizational culture in work-life research. The theoretical contributions of using cluster analysis to create typologies of organizational culture and the implications for workforce research are discussed.
