SHRM has released a new global research report outlining eight distinct workplace culture types, based on survey responses from more than 27,000 workers across 25 countries, including Canada.
The 2026 Global Workplace Culture Report draws on responses from 27,159 workers spanning six continents and introduces what SHRM calls the Workplace Culture Navigator, a framework designed to help organizations assess and understand how culture shapes performance, decision-making, and relationships at work.
The study is intended for employers, HR leaders, and executives seeking to better align culture with business strategy and workforce expectations.
Research spans regions and industries
The research includes workers from North America, Europe, Asia, Africa, the Middle East, and South America. Countries represented include Canada, the United States, the United Kingdom, Germany, France, India, Japan, China, Australia, Brazil, South Africa, and Nigeria.
According to the report, organizational culture patterns were consistent across regions, industries, and organization sizes. The findings suggest that culture is shaped more by leadership choices, strategy, and values than by geography or sector.
Three core dimensions of culture
The Workplace Culture Navigator categorizes culture across three core dimensions:
- Strategic orientation
- Work processes and systems
- Interactions and relationships
Each dimension includes six opposing orientations, such as long-term growth versus short-term stability, or decentralized versus centralized decision-making. The framework was developed through a validated 46-item assessment, according to the organization.
Eight culture types identified
The study identifies eight workplace culture types, each showing different strengths and trade-offs:
- Growth Collaborator
- Strategic Architect
- Resolute Maverick
- Ambitious Maverick
- Steady Collaborator
- Tactical Architect
- Efficient Achiever
- Disciplined Achiever
Growth Collaborator was the most common culture type, accounting for 37.2 per cent of organizations. Strategic Architect followed at 16.8 per cent.
Resolute Maverick and Ambitious Maverick were the least common, representing 3.3 per cent and 4.5 per cent of organizations, respectively.
The report notes that some culture types prioritize expansion and innovation, while others emphasize structure, consistency, and predictability.
No single ‘right’ culture
The findings emphasize that no single culture type is universally optimal. Instead, organizations are encouraged to align cultural practices with strategic goals, operational needs, and workforce dynamics.
“Organizational culture is no longer a matter of tradition or geography—it’s a strategic asset shaped by conscious choices,” said Dr. Alex Alonso, chief knowledge officer at SHRM.
“The findings in our 2026 Global Workplace Culture Report challenge leaders to move beyond assumptions and use evidence to understand what truly drives their teams,” he said. “With the SHRM Workplace Culture Navigator, organizations gain a practical lens to identify their cultural strengths and gaps, enabling them to build environments where both people and performance thrive.”
The report (available here) encourages leaders to use data to better understand their organization’s cultural profile and how it supports resilience, adaptability, and long-term results.
