Organizational Structure and Organizational Culture are two intensively researched elements in organizational studies. This thesis aims to observe the relation between these two elements. More specifically, Organizational Structures and Cultures interdependencies are observed. The two elements connections, the production of relations, the change and development of culture and structure is focused. How eventual misfits between structure and culture can be overcome is one major research target. Another spotlight is on participative work environment and if it can help to overcome potential structural and cultural misfits. The results of qualitative research, consisting of a qualitative data evaluation of 41 interviews and 15 ethnographic protocols, shows that there are dependencies of Organizational Culture from Organizational Structure and the other way around. Relations between structure and culture are produced in conversations by a variety of factors as execution of rules, power directed by personal interests, which can lead to functional stupidity instead of rational holistic organizational outcomes. Power abuse and loose Organizational Structure can lead to employee dissatisfaction and repression of innovation. Participative Organizational Culture contains the opportunity to enable people in organizations to develop technical and organizational innovation. Organizational Structure provides the frame for Organizational Culture and can support its development; Organizational Culture can shape Organizational Structure by singular or communal power all depending on the way and balance of hierarchical or participative organizing, how organizations develop and in which direction.