Political, Strategic and Organizational Cultures

'Culture' is very difficult to be distinguished in a narrow linguistic sense but it is no obstacle for it to play an important role in international relations. In day-to-day human living the culture remains to be strictly-structured system of human knowledge which is created within, for and by all kinds of societies. The 'culture' is such a capacious notion presently that it's almost to exclude anything out of it.
That would be much more practical to define three areas related to culture in the aspect of International Relations. They are political, strategic and organisational cultures.
Technically, the concept of 'political culture' can be defined as: "Political culture is all of the discourses, values, and implicit rules that express and shape political action and intentions, determine the claims groups may and may not make upon one another, and ultimately provide a logic of political action". So, what does political culture usually stand for? It is the set of rules and traditions that are used in this or that country by the acting political elite with the aim of assumption and retention of power. This kind of culture has always been present in any and all kinds of communities as each of them has a certain channel of authority. We may relegate political culture to any individual, organization, nation and alliance of states.
'Strategic culture' is essentially connected with the ways nations and other formed groups select to attain own goals and in particular the cultural factors which affect the way they seek cooperation or competition in the international scene. For example, patterns of arms acquisition in some developing countries might be influenced by issues of prestige, affluence and status-hierarchy as much as direct defence issues. In its turn, when waging a war, these countries might apply certain cultural factors when forming own military strategy.
'Organisation culture' refers to typical ways societies structure power relations in institutions, organise groups to achieve goals, and promote economic activities. Patterns of leadership, manager-worker relations, styles of cooperation and conflict, patterns of openness and secrecy, can be affected by broader cultural conceptions.