This study examined the independent and conditional effects of organizational culture type and managerial strategy on the organizational effectiveness of higher education schools of business. A total of 333 deans and chairs of business schools in the United States and Canada completed a survey instrument that addressed variables related to organizational culture, strategic orientation, and seven dimensions of organizational effectiveness. Clan and market cultures characterized approximately half of the institutions surveyed, with hierarchical institutions comprising the remainder. It was found that clan cultures were found to be more effective on three of the effectiveness dimensions (system openness and community interaction, student educational satisfaction, and faculty employment satisfaction) than market or hierarchy cultures. Active management strategies were found to be more effective than passive management strategies on six of the seven dimensions (organizational health, ability to acquire resources, system openness and community interaction, student educational satisfaction, student career development, and faculty employment satisfaction), regardless of type. Overall, it was found that clan cultures were more effective on dimensions that focused on the individual and on the perceived "openness" of the institution. (Contains 41 references.) (MDM)