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Abstract

Unlike traditional public school systems, charter schools can be managed by independent organizations known as Charter Management Organizations (CMOs). This study examines how a CMO's size can affect a school's culture. After conducting interviews at 3 different schools, this study found that, in determining the school's culture, CMO size is less important than CMO management style. This can be directly tied to an idea of organizational learning, ambidexterity. By connecting school culture research with research on ambidexterity, this study explores a new way to understand the role and importance of school culture in school performance.

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