*Corresponding Author 
 
 
 
 
 
 
VISIBLE AND INVISIBLE SYMBOLS OF 
ORGANIZATIONAL CULTURE IN PLITVICE LAKES 
NATIONAL PARK IN CROATIA 
 
Damir Mihanović* 
University North, 
Croatia 
damir.mihanovic@unin.hr 
 
Silvia Juric-Civro 
University North, 
Croatia 
silvia.juric@unin.hr  
 
Darija Ivandić Vidović  
University North, 
Croatia 
darija.ivandic@unin.hr  
 
 
Abstract 
 
Human society created culture and it is the result of human physical and 
mental work. Every business organization or company is in a system that 
surrounds it, regardless of the amount of their income, invested capital or 
number of employees. Organizational culture as a scientific discipline 
represents the way of life and work of a company and is defined as the 
atmosphere in the organization. Organizational culture is an important factor 
in the business and development of a company. It is important because it 
defines most of what is done and how it is done, which leads to a reduction 
in ambiguity and guides employees on how they should perform their work. 
Using interviews as a research method, we investigated and analyzed visible 
and invisible symbols of organizational culture in the example of our oldest 
and largest national park in the Republic of Croatia - Plitvice Lakes National 
Park. 
 
 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
57 
Key Words 
 
Organizational culture; visible and invisible symbols; business success. 
 
 
 
INTRODUCTION 
 
Organizational culture as a scientific discipline emerged in the 1980s. It 
represents the atmosphere, or the daily life of a company. Organizational 
culture is often described as the climate of a business organization. 
Organizational culture is an important factor in the operations and 
development of a company. It is important because it defines much of what 
is done and how it is done, which helps reduce ambiguity and directs 
employees on how they should perform their tasks (Robbins, 1995). 
Every company, or business organization, regardless of the size of its 
revenue, invested capital, or number of employees, belongs to a larger 
system that surrounds it. This larger system relates to the market, social, 
economic, political, legal, legislative, and other environments, which are the 
sources of constant changes and upheavals. A key factor for the survival of 
a business organization lies in its constant alignment with the environment 
(Belak and Ušljebrka, 2014). 
For organizational culture to function properly, it is necessary to invest in 
learning, the transfer of knowledge, beliefs, and behavioral patterns that are 
formed over a certain period of time. It expresses the specific way of 
behavior and lifestyle of the organization (Žugaj et al., 1999). 
Every organization depends on the human factor as its key resource, so 
if no change occurs in the people who make up the organization, it cannot 
be expected that changes will be realized at the organizational level (Belak 
and Ušljebrka, 2014). 
 
 
THEORETICAL FRAMEWORK, EVOLUTION, AND KEY DEFINITIONS 
 
Sikavica (1999) describes organizational culture as an inseparable part of 
every organization, whether it be a company or an institution, and its 
existence is unquestionable. The beginning of scientific research into 
organizational culture dates back to the second half of the 20th century. In 
the 1980s, it was introduced as a course at Harvard Business School. The 
start of research into organizational culture is linked to two significant events. 
The first was the oil crisis of the 1970s, and the second was when the 
Japanese economy experienced rapid and strong growth, propelling it to the 
global forefront and making it a major competitor in many areas. 
Ćorić (2019) states that organizational culture is a set of behaviors and 
norms, attitudes and values, beliefs, and underlying assumptions that differ 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
58 
across societies. Organizational culture is the result of any human gathering 
over a prolonged period. 
There are various approaches and perspectives from which 
organizational culture is analyzed. To define organizational culture, it is first 
necessary to mention culture itself. Culture is everything that a particular 
group of people inherits, the patterns of thought they learn, the feelings of 
the group, and their actions. Symbols form the foundation of culture. Every 
way in which people function and behave in society has been inherited or 
learned through culture. Culture facilitates flexible and rapid change in the 
world around people. 
Since there are numerous definitions of organizational culture, some of 
them are the following.  
“Handy reduced his definition to a simple one. For him, organizational 
culture is a set of values, norms, and beliefs” (Kapustić, 1991). 
Sholz has a slightly different view compared to Handy. He sees it as the 
invisible consciousness of an organization that drives the behaviour of its 
stakeholders and which arises from their behaviour (Vujić et al., 2012). 
"Organizational culture is a set of basic assumptions and beliefs accepted 
by the members of an organization, i.e., organizational culture is a model of 
basic assumptions that a specific group of people invented, discovered, and 
developed through the learning process to solve their problems of adaptation 
to the environment and internal integration" (Vila, 1992). 
According to Bahtijarević-Šiber et al. (1991), culture is a relatively stable 
and specific system of behaviour patterns, values, beliefs, norms, and 
customs that determine organizational behavior, and thinking, and guide the 
activities of individuals and groups that make up the organization. 
"The way of working and living within a company constitutes its culture. It 
is a system of values, beliefs, and customs within an organization that 
interacts with the formal structure, producing behaviour norms. It represents 
the personality or character of the company" (Sikavica and Novak, 1999). 
Shein (1992) offers a different definition: "Organizational culture is a 
pattern of values or fundamental assumptions that a certain group invented, 
discovered, or developed as it learned to cope with the problems of external 
adaptation and internal integration, and which has proven to be sufficiently 
good to be considered valid, and therefore, this pattern should be taught to 
new members as the correct way of perceiving, thinking, and feeling 
regarding these problems." 
Wilkins and Ouchi argue that organizational culture is a set of shared 
viewpoints, assumptions, values, expectations, attitudes, and norms that 
hold the organization together and help it successfully implement its strategy 
(Meško Štok et al., 2010). 
Organizational culture has different meanings for different organizations, 
and according to Sikavica and Novak (1999), the following types of 
organizational cultures can be distinguished: dominant/subculture, 
strong/weak, clear/unclear, excellent/terrible, existent/adaptable, 
participative/non-participative. 
 
 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
59 
INFLUENCE ON BEHAVIOR AND ORGANIZATIONAL SUCCESS 
 
Organizational culture is inevitable in all segments and activities of an 
organization. It defines the overall functioning and behaviour of the 
organization (Schein and Schein, 2017). There is a two-way relationship 
between culture and behaviour. Every culture is the result of certain 
behaviours. At the peak of the "magic triangle" stands organizational culture 
(Bahtijarević-Šiber et al., 1991). Some of the key roles of culture in an 
organization include influencing overall success and development, impacting 
individual behaviour, and shaping the decisions employees make. Culture 
contributes to the implementation of strategy and is a fundamental driving 
force in this process. Without an appropriate culture, it is impossible to 
achieve a specific strategy. Through culture, the vision for development 
becomes transparent and shared by all members of the organization. 
Culture plays a key role in adapting the organization to its environment. 
With its help, the organization ensures its integrity and establishes a distinct 
identity, which is reflected both internally and externally. Its purpose is to 
"unify the social dimension of the organization." Thanks to culture, workers 
within an organization share a common pattern of behaviour. Culture filters 
and encodes the influences of the external environment on the organization 
itself. Furthermore, it strengthens social relationships, makes individuals 
more autonomous, motivates people, and stimulates activity. Culture is the 
primary source of purpose and stability within the organization, ensuring 
continuity in its operations (Bahtijarević-Šiber et al., 1991). 
However, according to Smircich, organizational culture serves four main 
functions that differ from those previously mentioned. These functions 
include the identity it provides to members of the organization and the sense 
of belonging they feel, which leads to employees becoming loyal to the 
company. This creates stability within the organization and structures its 
workforce, thus signalling the environment in which they operate (Žugaj, 
2004). 
Based on the above, we can conclude some of the most important 
functions of organizational culture that should be emphasized. It drives 
creativity and innovation, fosters good interpersonal relationships, and 
motivates people to work in teams. It aims to align the goals of employees 
with those of the organization, ultimately contributing to a positive image of 
the company. Through culture, employees become more closely connected 
to the company, leading to greater dedication to their work.  
Organizational culture (Schein, H.E., Schein A. P. 2017) clearly defines 
what is most important to achieve and, more importantly, guides employees 
on how to achieve it. For each worker to adapt to a particular company, they 
must accept the culture of that company. 
The starting point for adopting and shaping these functions is recognizing 
the correlation between organizational culture and business success 
(Smircich, 1983). 
According to Armstrong, there are three extremely important elements of 
organizational culture: organizational values, climate, and management 
style. Organizational values encompass everything that is considered 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
60 
beneficial for a given organization. These values include trust and respect, 
the satisfaction of colleagues and external partners, financial stability, and 
long-term cooperation with other organizations and experts. Organizational 
values are expressed as the purpose or strategic goals of the company. 
Organizational climate is reflected in how employees perceive the 
company as a whole. The climate encompasses the work atmosphere, which 
is shaped by the experiences and perceptions of the employees. 
Interpersonal relationships also influence the climate. The purpose of 
organizational climate is to ensure that each employee feels comfortable and 
satisfied in their workplace. Employee satisfaction affects motivation and 
productivity. A positive climate makes employees more creative and 
innovative. 
The final important element of organizational culture, according to 
Armstrong, is management style. This refers to how managers behave within 
the organization. There are various management styles, with the most 
common being autocratic and democratic. In an autocratic style, the 
manager does not trust subordinates and makes decisions without their input 
or choice. This leader focuses solely on the success and financial profit of 
the company, with little concern for people or employees. The focus of this 
style is material and is not oriented towards the people within the 
organization. For such leaders, profit is more important than people. 
On the other hand, the democratic management style is the complete 
opposite of the autocratic style. In this style, management trusts its 
subordinates, adopts a friendly approach, and decisions are made at all 
levels of the organization. This style is characterized by a focus on people 
and their well-being (Žugaj and Cingula, 1992). 
 
 
SYMBOLS AND MANAGEMENT OF ORGANIZATIONAL CULTURE 
 
Managers are responsible for leading, shaping, and maintaining the 
organizational culture within companies or organizations. These managers 
are often referred to as "symbolic managers" because they spend a 
significant amount of time reflecting on the values, key personalities, and 
rituals that define their organization’s culture (Žugaj et al., 2004). 
A modern manager’s workday is typically divided into three parts. The first 
part consists of minor tasks, the second part includes events or matters that 
could be significant, and the third part consists of high-priority issues. The 
first part is referred to as "trivia," the second part as "events," and the third 
as "dramas." The main skill of any symbolic manager is the ability to 
differentiate between these three elements. Organizational culture plays a 
crucial role in determining what is important and what is not. The most critical 
factor in this process is the manager's intuition and ability to make the right 
decisions at the right time. This approach is what leads to successful 
business outcomes. The goal of the symbolic manager is to improve and 
integrate the core values and beliefs that are part of the organizational 
culture (Žugaj et al., 2004). 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
61 
The dramatic aspect is also essential. The way managers manage can 
sometimes differ, especially if they draw inspiration from the dramatic style 
of intelligent and rational managers who are increasingly common in modern 
organizations. It is extremely important for a symbolic manager to focus on 
several key areas. 
 
Human Resource Management 
 
Human resource management (Dessler, 2017) is crucial for the success of 
any organization. It is based on the assumption that there is competition in 
the working environment, and therefore, employees need to adapt to 
changes to succeed in their careers. In this way, their contribution to the 
company becomes satisfying. This field of study is constantly evolving, with 
numerous experts contributing to its development.  
As Žugaj et al. (2004) point out, “In a business organization, human 
resource management is subordinated to strategic goals, such as increasing 
productivity, quality of life, and profitability.” 
 
Hiring and Firing Employees 
 
The recruitment process is handled by the human resources department, 
particularly in hiring new, often younger workers. According to Jack Welch, 
this is not a correct assumption. Symbolic managers are involved in the 
hiring process and participate in selecting new employees. In addition to 
hiring (Welch and Welch, 2005), these managers are also involved in the 
dismissal of employees. Firing someone is not an easy task, and it should 
be avoided whenever possible. If an employee is performing well and proving 
to be a valuable asset, they should be offered lifelong employment. If 
dismissal becomes inevitable, the reason should not be poor business 
performance, but rather violations of societal norms and values (Žugaj et al., 
2004). 
 
Making Strategic Decisions 
 
Rational management science indicates that the critical role of senior 
managers is to make key strategic decisions that affect business operations. 
To make these decisions, senior management often invites external 
consultants to help shape critical choices. These consultants are typically 
brought in by the company’s owners or managers when they face a problem 
that they cannot solve on their own (Biswas and Twitchell, 2017).  
Businesses of all sizes—corporations, non-profit organizations, and even 
government institutions—use consultants. When dealing with unprofitable or 
problematic ventures, symbolic managers often form advisory committees, 
usually composed of respected retired company directors. If these advisors 
recommend discontinuing a particular business venture, the manager 
follows their advice (Žugaj et al., 2004). 
 
Cost Control 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
62 
 
Cost control is vital for any organization. It is conducted through various 
methods. “In addition to thorough financial analysis, quality accounting 
systems for tracking costs and strong budgeting processes are used. The 
task of the symbolic manager is to determine where costs have increased 
and to understand the nature of these costs” (Žugaj et al., 2004). Cutting 
costs in a corporation is a difficult task. American research has shown that, 
over the past 30 years, many companies have tried to implement cost-cutting 
strategies, but these efforts have often failed. For instance, stocks in 
companies like Sunbeam Corp. are worth less today than they were ten 
years ago, despite aggressive cost-cutting efforts. Some companies have 
ultimately gone bankrupt. Research also indicates that continual layoffs can 
backfire. After employees are let go, the morale of the remaining workers 
often plummets, which in turn reduces productivity. Negative results can also 
stem from buying out the pension of older workers or offering severance 
packages to reduce staff numbers. 
 
Symbolic Management 
 
The symbolic role of managers (Coyle, D. 2018) extends beyond everyday 
management tasks. They must also become the embodiment of the 
organizational culture, both internally and externally. By performing their 
duties in a way that reflects the core values and rituals of the organization, 
they reinforce these cultural elements and help cultivate a work environment 
that promotes the desired behaviour and attitudes. Symbolic managers play 
a key role in establishing and maintaining the identity of the company through 
the symbols, rituals, and behaviour they uphold. This includes modelling the 
behaviour expected of employees, creating shared meanings, and aligning 
the company’s actions with its cultural principles. 
In conclusion, symbolic managers are instrumental in shaping and 
managing organizational culture. They are the stewards of values, beliefs, 
and rituals that define the identity of the company. Through their leadership, 
they ensure that culture influences all aspects of organizational life, from 
human resources to strategic decision-making, and from hiring practices to 
cost management. Their ability to navigate the "dramas" of the business 
world with intuition and a deep understanding of the organization's culture is 
key to the company's long-term success. 
 
Symbols of organizational culture 
 
Visible symbols of organizational culture include symbols, customs and 
rituals, and language and communications.  
Customs and rituals are the most impressive symbols of corporate 
culture. These are the rules that determine the behaviour in the life of the 
corporation, i.e. they bring order to chaos, i.e. chaos. We are talking about 
rituals and customs when in one company, for example, all employees 
gather on Fridays for a regular joint lunch, during which the entire staff 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
63 
mingles with each other, of course, without respecting the formal hierarchy 
of positions. 
Especially recognizable, although not always comprehensible even for 
those outside the company, is the language and communication of the 
company itself. Companies differ in their specific language, that is, many 
companies use special speech, slang, metaphors and other forms of 
language to send special messages to employees (Bahtijarević-Šiber et al., 
1991). 
Values, norms, attitudes and beliefs are invisible signs of culture. 
However, they have a strong influence on the overall culture of the company 
because they actually carry the culture itself. These include: company 
philosophy, maximum orientation towards the customer, stimulation of the 
competitive spirit and innovative process in the company, management with 
the help of goals, tendency to change, preference for teamwork, participation 
of workers in management and joint problem solving, business ethics, way 
of informing and communicating in to the company, support for newly 
employed workers, familiarization of new workers with the company, 
management behaviour, feeling of belonging, i.e. loyalty to the company, etc. 
Status symbols are highly visible (Coyle, D. 2018) and recognizable signs 
of corporate culture. They talk about the social position of an individual, a 
group or an entire organization in relation to others.  
Some typical status symbols in a company would be: the position an 
individual occupies, the amount of salary, the bonuses enjoyed by a member 
of the organization, the size of the office, the macro and micro location of the 
office, the equipment (furniture) in the office, the quality of the rugs and the 
value of pictures, or other works of art in the office, location of parking 
spaces, reserved parking, type (brand) of business cars, right to a secretary, 
right to use the directors' club, invitations to a cocktail party, privileges, 
including free movement at work, autonomous determination of holidays, 
etc. (Bahtijarević-Šiber et al., 1991). 
From all these mentioned elements, it is clear that organizational culture 
has two fundamental approaches: the visible and the invisible part. The 
difference between these two approaches is that the visible signs of culture 
are obvious and easily recognizable, not only for employees in the company 
but also for people outside the company, while the invisible signs of culture 
are less recognizable for all members of the organization. Visible signs of 
culture include: ceremonies, slogans, symbols, stories, style of clothing and 
behaviour, and the like. The invisible part defines organizational culture as a 
system of values, understanding, beliefs, ethics, lifestyles, personality and 
character of employees in the organization (Bahtijarević-Šiber et al., 1991). 
 
 
CASE STUDY ANALYZES WITH THE AIM OF INSIGHT INTO THE 
ORGANIZATIONAL CULTURE OF THE PLITVICE LAKES NATIONAL 
PARK 
 
Plitvice Lakes National Park (Pavičić, 2019) is the oldest and largest national 
park in Croatia. It consists of 16 cascaded lake systems and numerous 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
64 
smaller lakes. Due to their unique global value, the Plitvice Lakes are the 
bearers of international recognition and are included in the UNESCO World 
Heritage List. The public institution Plitvice Lakes National Park manages 
the National Park and the Natura 2000 ecological network areas and other 
protected areas within the National Park. The founder of the Public Institution 
is the Republic of Croatia, and the founding rights and duties are performed 
on behalf of the Republic of Croatia by the central state administration body 
responsible for nature protection. 
 
Interviews with employees of NP Plitvička jezera 
 
The methodological details of the research related to the conduct and 
analysis of interviews are crucial for ensuring the reliability and repeatability 
of the study. Given that the research focuses on organizational culture and 
uses interviews with employees, the methodology may include several key 
steps: from preparation and data collection to analysis of the results. : 
The aim of our research is to get acquainted with the existing 
organizational culture in the Plitvice Lakes National Park, identifying 
symbols, values and norms and the influence of these factors on the working 
atmosphere, employee behaviour and their attitudes towards nature 
conservation. After defining the research objectives, we formulated specific 
research questions that were asked in the interviews with employees. Our 
research is qualitative because it deals with the subjective experiences of 
employees and their values, norms, attitudes and beliefs that shape the 
organizational culture. We carefully planned the sample of respondents to 
ensure the relevance of the data. We selected respondents who have 
relevant experience related to the research topic, i.e. employees of the 
Plitvice Lakes National Park such as guides, administrative staff, managers 
and technical staff. Purposive sampling was used, because the goal was to 
interview employees who have a direct role in preserving and promoting the 
park's mission. Seven were examined, which we considered sufficient to 
achieve data saturation. 
A semi-structured interview with pre-prepared questions was used, which 
enables flexibility and standardization in data collection. The interviews 
included open-ended questions that allowed employees to freely express 
their opinions and feelings about various aspects of the organizational 
culture. 
In the first part of the interview, we talked about the current tasks, 
responsibilities and mission of Plitvička Jezera NP. The goal was to 
understand how employees perceive their role in the organization and how 
the mission of the park is reflected in their daily work. 
In the second part of the interview, we talked about visible symbols of 
organizational culture (uniforms, signs, educational materials, 
communication within the organization). 
The third part of the interview focuses on invisible symbols and cultural 
values, such as professionalism, responsibility, innovation and competitive 
spirit. It also explored how change is managed, including changes in 
legislation and technology. 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
65 
All interviews were recorded (with the prior consent of the interviewees). 
Thematic analysis was used to analyze the qualitative data, which involves 
identifying and categorizing recurring themes, symbols, values, and norms. 
In interviews with employees, we tested the working hypotheses: 
 
Research Question 1 (Q1): “The organizational culture of Plitvice Lakes 
National Park is based on clearly defined values, norms, and symbols that 
positively influence the work environment and employees’ daily behaviour.” 
 
Research Question 2 (Q2): “Visible and invisible symbols of the 
organizational culture at Plitvice Lakes National Park are interconnected and 
collectively shape employees’ attitudes, beliefs, and work efficiency.” 
 
In this paper, we present the most interesting answers from the conducted 
interviews, in which we tried to cover both dimensions - visible and invisible 
symbols - in order to create a comprehensive insight into the organization. 
In the introductory part of the interview, we asked the employees to 
describe their current work tasks and responsibilities in the Plitvice Lakes 
National Park, as well as the key missions and goals of the Plitvice Lakes 
National Park. 
Employee: "I have been employed as a guide in Plitvice Lakes National 
Park for two and a half years. I guide visitors through the park, educate them 
about the importance of nature conservation, and provide information about 
the flora and fauna of the park. In addition, I help maintain the trails and 
regularly communicate with other teams to ensure the safety and satisfaction 
of visitors. The mission of Plitvice Lakes National Park is to protect the 
unique natural heritage but also to educate the public about the importance 
of nature conservation. I also think it is very important to provide visitors with 
an unforgettable experience, with minimal impact on the environment. Our 
mission includes a balance between conservation and sustainable tourism." 
In the second part of the interview about the visible symbols of the 
organizational culture, we asked the employees to describe the main 
symbols and customs within the Plitvice Lakes National Park, to which 
information is transmitted within the organization, and how the emphasis is 
placed on nature protection and sustainable development in the daily 
practice of the Plitvice Lakes National Park. 
Employee: "The main symbols that I often see are our uniformed guides 
and staff, as well as specific signs and educational materials that are used 
to raise awareness about nature protection. Information is transmitted on 
several levels - on the field, communicating with colleagues and on regular I 
meet with management or during daily briefings. I think there is a lot of room 
for improvement in terms of clearer internal communication between 
departments." 
In the third part of the interview about invisible symbols and cultural 
values, we asked the employees to describe what fundamental values they 
consider to be key for the organizational culture of the NP Plitvička Jezera, 
how innovation and competitive spirit are promoted within the organization, 
and to describe the relationship between employees and management. 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
66 
Employee: "One of our key values is the preservation of nature, but also 
the unity among employees. In addition, I think it is very important to have a 
high professional standard and responsibility towards visitors. Our job does 
not stop only at leading tours - you have to be an educator, environmental 
protection officer and ambassador for the whole of Croatia. I think that the 
managers are mostly approachable and ready to listen to our suggestions 
and concerns. However, I feel that the employees' feedback could be 
included more often in making strategic decisions. In the second part of the 
interview about the visible symbols of the organizational culture, we asked 
the employees to describe the main symbols and customs within the Plitvice 
Lakes National Park, to which information is transmitted within the 
organization, and how the emphasis is placed on nature protection and 
sustainable development in the daily practice of the Plitvice Lakes National 
Park. 
In the fourth part of the interview on attitudes towards change and 
challenges, we asked employees to describe how the organization deals 
with changes in legislation, technology or environmental protection. 
Employee: "NP Plitvička Jezera reacts quite quickly to changes in 
legislation and environmental protection. Our organization regularly 
educates employees about new rules." 
In the fifth part of the interview, we asked the employees to describe the 
working atmosphere and which business ethical guidelines they consider the 
most important in their daily work. 
Employee: "The working atmosphere is friendly in the winter, we socialize 
a lot outside of working hours, while in the season there is a lot of 
nervousness, but we don't fight. I can say that I always feel welcome, and 
my colleagues are ready to help, whether it's about daily tasks or to 
something specific." 
In the sixth part of the interview, we asked the employees to describe the 
biggest challenges in the management and maintenance of the National 
Park. 
Employee: "The cold maintenance plant of the entire complex is very 
expensive. There are about 700 full-time employees, eight boats, six buses, 
and six tourist trains that need to be maintained, as well as many walkways. 
One of the biggest challenges is balancing between preserving nature and 
a large number of Given a large number of visitors, it is necessary to 
constantly invest in the maintenance of the infrastructure and the 
preservation of natural resources people, and seasonal workers, so it tests 
how many domiciliary "pools" have the necessary workforce. Until now, the 
practice was that seasonal workers were from a radius of 50 km from 
Plitvice." 
In the seventh part of the interview, we asked if there was anything that 
we did not cover, and which employees consider important for understanding 
the organizational culture of NP Plitvička Jezera. 
Employee: "Perhaps I would add that it is also important for us how 
business ethics and responsibility are promoted. At every step, we are 
encouraged to do everything with maximum attention to nature and to our 
visitors." 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
67 
 
The analysis of employee interviews confirms that the organizational 
culture of Plitvice Lakes National Park is indeed rooted in well-defined values 
and symbols. Employees consistently highlighted the mission of nature 
preservation, sustainability, and public education as core values shaping 
their work. Visible symbols, such as uniform guides and educational 
materials, reflect a professional and ethical approach, reinforcing the 
importance of conservation among both staff and visitors. One of the most 
prominent elements of the organizational culture of Plitvička Jezera NP is a 
strong commitment to the preservation of natural resources and 
sustainability.  
Employees identified visible symbols, such as uniforms, signage, and 
eco-friendly practices, as key to communicating the park’s mission to both 
staff and visitors. These visible elements serve as constant reminders of the 
park’s commitment to sustainability and professionalism. Employees, as 
guides, play a key role in spreading awareness about nature conservation 
among visitors. Employees stress the importance of unity and teamwork 
within the organization. Employee’s value open communication with 
management and feel included in decision-making, although there are 
suggestions for further improvement of feedback and involvement in 
strategic processes. There is a strong sense of community and professional 
responsibility, which contributes to a positive working atmosphere and a high 
level of employee motivation. In Plitvice Lakes NP, visible components of 
organizational culture are recognizable, such as uniform guides and 
educational materials that serve as symbols of nature conservation and 
professionalism. The biggest challenge that Plitvička Jezera National Park 
faces is balancing between high tourist interest and the preservation of the 
ecological values of the park. This challenge requires constant adaptation, 
harmonization of legal regulations and the implementation of innovations in 
the preservation of nature and the improvement of tourist services. The 
organizational culture of Plitvice Lakes National Park is based on several key 
values: responsibility, ethics, sustainability and education. Employees 
emphasize the importance of business ethics and responsibility towards 
nature and the community. In Plitvice Lakes National Park there is a high 
level of adaptability to external changes, such as legislative changes or 
innovations in technology and environmental protection. Although there are 
clear communication channels within the organization, employees indicated 
the need for greater inclusion of their feedback in the decision-making 
process, especially in strategic issues and long-term plans. Improving 
internal communication can further strengthen the sense of community and 
enable even greater efficiency in solving challenges, as well as in 
implementing new initiatives.  
The findings of this study align with existing literature on organizational 
culture, particularly its central role in shaping societal cohesion and 
employee behaviour (Gutić, 2008). The Plitvice Lakes National Park case 
study underscores the importance of both visible and invisible symbols in 
fostering a strong organizational identity, resonating with previous research 
on how shared values and norms enhance employee commitment and 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
68 
organizational success. The emphasis on teamwork, open communication, 
and a shared mission to balance conservation with tourism mirrors broader 
organizational culture theories that emphasize collaboration and adaptability 
in complex environments. This study also highlights the need for continuous 
adaptation in response to challenges like resource management and high 
visitor numbers, reinforcing the argument that a flexible culture is essential 
for long-term sustainability. The recommendations, especially those related 
to improving internal communication and supporting innovation, are crucial 
for enhancing organizational effectiveness and ensuring that the park 
remains a model of both environmental stewardship and operational 
excellence. 
 
 
CONCLUSION 
 
Based on the answers of Plitvice Lakes National Park employees, we can 
draw several key conclusions about the organizational culture of the park, its 
values, norms, daily practice and the challenges it faces. E Invisible symbols, 
such as shared values of responsibility, ethics, and teamwork, further 
reinforce employees’ sense of purpose and dedication. The shared mission 
of balancing conservation with tourism connects visible and invisible cultural 
dimensions, fostering a cohesive organizational identity. 
However, challenges such as high visitor numbers and resource 
management highlight the need for ongoing adaptability. The 
interconnectedness of visible and invisible symbols enables employees to 
address these challenges effectively, enhancing work efficiency and 
fostering long-term sustainability. Employees emphasized teamwork and a 
sense of community within the organization as vital elements of daily 
operations. Open communication with management contributes to a positive 
work environment, although some employees suggested the need for 
improved feedback mechanisms to further strengthen inclusivity in decision-
making processes. Overall, the strong alignment of values, norms, and 
visible symbols confirms the hypothesis that the organizational culture 
positively influences the work environment and employees’ behaviour. 
In conclusion, both Research Questions are validated by the findings. The 
organizational culture of Plitvice Lakes National Park demonstrates a strong 
integration of values, norms, and significant challenges. 
Recommendations for the further development of organizational culture 
consist of the improvement of internal communication channels, with the aim 
of greater involvement of employees in decision-making and strategic 
processes. Then, increase support for innovation, to enable employees to 
recognize and implement new ideas in the operation of the park, with the aim 
of further improving the preservation of the environment and the services 
they provide to visitors. It is important to preserve the balance between 
tourism and nature conservation and to systematically strengthen the 
education of new employees. 
Whether the success will be long-term and what will be the overall 
efficiency of a company depends on the development of organizational 

Advances in Business-Related Scientific Research Journal, Volume 16, No. 1, 2025 
 
69 
culture because it is a powerful force. Organizational culture dictates the 
development, success and very survival of the organization. Numerous 
external and internal factors affect the business organizational structure. It 
is important to point out how the banking sector turns to the needs of clients 
and is oriented towards meeting their needs. Therefore, we conclude that 
every company has its personality, and organizational culture contributes to 
that personality. The personality of a company is precisely its organizational 
culture. 
 
 
REFERENCES 
 
Bahtijarević-Šiber, F., Borović, S., Buble, M., Dujanić, M., & Kaputić, S. (1991). 
Organizacijska teorija. Informator. 
Belak, S., & Ušljebrka, I. (2014). Organizacijska kultura kao čimbenik uspješne provedbe 
organizacijske promjene. Pregledni rad. https://hrcak.srce.hr/file/201619   
Biswas, S., & Twitchell, D. (2017). Management consulting: A complete guide to the industry 
(2nd ed.). Routledge. 
Coyle, D. (2018). The culture code: The secrets of highly successful groups. Bantam. 
Dessler, G. (2017). Human resource management. Pearson Education Canada. 
Gutić, D. (2008). Strateški menadžment komunalnih usluga. Golden marketing – Tehnička 
knjiga. 
Kapustić, S. (1991). Organizacijska teorija. Informator. 
Meško Štok, Z., Markič, M., et al. (2010). Elements of organizational culture leading to 
business excellence. Zbornik radova Ekonomskog fakulteta u Rijeci: časopis za 
ekonomsku teoriju i praksu. 
Pavičić, J. (2019). Plitvička Jezera: Prirodna i kulturna baština. Školska knjiga. 
Robbins, S. P. (1995). Bitni elementi organizacijskog ponašanja. MATE. 
Schein, H. E. (1992). Organizational culture and leadership. Jossey-Bass Publishers. 
Schein, H. E., & Schein, P. A. (2017). Organizational culture and leadership (5th ed.). Jossey-
Bass Publishers. 
Sikavica, P. (1999). Organizacija. Školska knjiga. 
Sikavica, P., & Novak, M. (1999). Poslovna organizacija. Informator. 
Smirchich, L. (1983). Concepts of culture and organizational analysis. Administrative Science 
Quarterly. 
Vila, A. (1992). Japanski principi organizacije i rukovođenja. Kranj. 
Vujić, V., Ivaniš, M., & Bojić, B. (2012). Poslovna etika i multikultura. Sveučilište u Rijeci – 
Fakultet za menadžment u turizmu i ugostiteljstvu Opatija. 
Žugaj, M. (2004). Organizacijska kultura. TIVA Tiskara. 
Žugaj, M., & Cingula, M. (1992). Temelji organizacije. FOING. 
Žugaj, M., Bojanić-Glavica, B., Brčić, R., & Šehanović, J. (2004). Organizacijska kultura. TIVA 
Tiskara. 
Žugaj, M., Šehanović, J., & Cingula, M. (1999). Organizacija. FOI. 
Welch, J., & Welch, S. (2005). Winning. Harper Business.