Abstract
In popular management literature corporations are sometimes loosely compared to cults. The comparison is a severe allegation as it implies the transgression of subordinate employees’ integrity. This paper explores to what extent such comparisons with cults are warranted as well as the implications this has for the practice of corporate culture management. On grounds of the author’s unique, first-hand experience in both corporate and cultic environments a retrospective autoethnographic (RAE) approach was chosen to further explore the supposed resemblance. The comparison is structured along Lifton’s eight criteria of thought reform and reveals that although akin to cults in all aspects corporations also fundamentally differ due to the infeasibility, at least for now, of controlling the corporate environment in totalist fashion. This might explain why so many attempts to change corporate cultures fail as these initiatives are based on the anachronistic idea that culture change can be “implemented” by somehow “inculcating” employees with “company values.” A sanitized form of brainwashing that fails in the corporate environment.
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