Lorsch found that executives in successful companies are emotionally committed to the firm's culture, but he concluded that culture can inhibit strategic management in the following way: A. Managers frequently miss the significance of changing external conditions because they are blinded by strongly held beliefs. B. When a particular culture has been effective in the past, the natural response is to change the culture going forward. C. Employees can get so attached to cultural products that they ignore strategies and tactics. D. Employees oftentimes ignore culture. E. Culture is more important to executives than to employees.

Culture can inhibit management by the fact that strong belief may become an inhibition to innovative thinking and executives may wish to continue doing things the way that they've been done for a long time and therefore refuse to adapt to new changes. It can cause the error of thinking that what has worked before will continue to work and never fail. Culture should therefore be adjusted at some point or under certain circumstances.