1) The document discusses the relationship between organizational culture in higher education institutions and external quality assurance. 2) It analyzes the assumptions that organizational culture is homogenous and can be easily manipulated, while external quality assurance is unproblematic and accepted without question. 3) The analysis uses frameworks to understand organizational culture and the multiple roles that external quality assurance can play in control, empowerment, transformation and the state. 4) It concludes that organizational cultures are complex and multidimensional while external quality assurance also has layers of intent, and that fundamental change depends on elevating a transformative culture and agenda.