In organization behavior it is of interest to know the extent to which local organizations adopt values held in their society. Considerable research, therefore, is expended in search of culture’s influence on organizations and attitudes of managers inside them. Hence, this study examines if national values could explain types of organizational culture. It draws its methodology from Hofstede (2001) idea, that national culture impacts organizational operations; Harrison’s (1992) types of organizational culture (Power, Role, Achievement and Support); and Pheysey’s (1993) notion that Hofstede national culture could explain Harrison’s (1992) types of organizational culture. The study first investigates the culture of organizations operating in an Arab society, namely Jordan, then, it compares its results with those reported by Harrison on American organizations. Results are of interest for human resources managers, change management professionals and comparative management researchers. Results also have important implications for international companies who need to take account of national cultures when deciding how much autonomy they should give to units in different countries to determine their own culture.