Three innovative PhD dissertations have been published at the Harvard Business School’s Doctoral Program on Organizational Behavior that use ethnography and qualitative research to understand and map organizational culture: Curtis K. Chan Chan’s research examines how organizational culture can be double-edged-that is, how a strategic, intentional use of an organizational cultural resource can have both intended and unintended effects. In a two-year ethnographic study of consultants at a strategy consultancy, incorporating interviews, participant observation, and archival analysis, he induces a process model that shows how the ambiguity of a cultural expression can allow it to be double-edged.