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The purpose of this case study was to explore the effects of downsizing on organizational culture based on the perceptions of contractors who work for an independent distributor in a large metropolitan city in the southern United States. Organizational culture is important to a company's overall success. Organizational culture theory was the basis for the conceptual framework of this study. Using a purposeful sampling approach and methodological triangulation of sources, 3 newspaper delivery contractors who experienced downsizing described their lived experiences. Participants completed the Organizational Culture Assessment Instrument (OCAI) and a qualitative questionnaire. The OCAI survey results were scored and depicted graphically using organizational culture profiles. Qualitative data were analyzed and coded, revealing 14 themes that described the pre and postdownsizing culture types, the preferred culture type, and the effects of downsizing on organizational culture. The findings of this study revealed that downsizing can affect organizational culture in both positive and negative ways and that contractors' experiences differed from those of employees. The results of this study may influence positive social change by highlighting the need for leaders to assess the organizational culture before, during, and after a downsizing event to ensure that a preferred culture is created or preserved to minimize the negative effects of downsizing. A preferred culture could promote a more effective working environment, benefiting the company, its workers, and by extension the industry and society.