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he systems and processes that facilitate development of an internal environment that enables the implementation of a corporate strategy. According to [43] Schein (1993), an organizational culture can be defined as: A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems. In his extensive research on culture, Schein maintains that culture is at the core of managing, controlling and improving organizational behavior. He insists that one of the pivotal elements of leading organizations is the acknowledgment and understanding of the values shared by organizational members. Organizational values refer to beliefs the kinds of goals organizational members should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals ([43] Schein, 1993; [22] Hill and Jones, 2001). From such values members develop organizational norms, guidelines or expectations that define appropriate behavior by employees in particular situations and control the behavior of organizational members towards one another, i.e. development of the organizational culture. While shared values and culture provide a powerful source of motivation, commitment and loyalty among members to their workplace, from a managerial perspective culture is also intended as an organizational control mechanism. Culture has been labelled "normative control" ([35] Kunda, 1992), and critical studies have demonstrated how organizational culture may develop into a disciplining instrument with counterproductive implications when managers and employees are expected to obey and discouraged to critique the corporate culture ([35] Kunda, 1992; [4] Alvesson and Willmott, 2002). One of the leadership challenges is to manage the subtle balance of maintaining culture as a powerful source of motivation while also benefiting from culture's potential for disciplining behavior ([11] Collins and Porras, 2000). Leadership, management control systems, and organizational culture We suggest that the literatures on management control systems and organizational culture may supplement each other to improve understanding of implementation of sustainability into organizational practice. On the one hand, while the management control systems provides effective, measurable, and transparent modes of organizing and controlling organizational behavior, it can also be criticized for a lack of sensitivity towards human factors such as the need for motivation, flexibility and development. On the other hand, while the organizational culture perspective may serve as a driver of a loyalty, powerful social dynamics and development of a collective orientation, it is also difficult to measure the contributions of cultural norms as well as exactly when they are transgressed and, hence, the criteria for rewards and sanctions are less transparent and potentially counterproductive. The leadership style required from both of these literatures may not seem that different in theory, and we shall in the following explore to what extent the successful integration of sustainability strategy in Novo Nordisk can be explained by these literatures. As discussed above, this paper adds to the extant literature on leadership, managemen