Johnny and Tom Successfully Partnered as a Small Independent Oil

Johnny and Tom successfully partnered as a small independent oil exploration firm ("wildcatter") for 30 years. They worked informally together like family, and they were intensely loyal toward each other, their customers, and their suppliers. However, later in their careers, Johnny and Tom sold their firm and hired on as employees of MegaOil, Inc., a top 5 global energy conglomerate. Their employment did not last, quitting in exasperation within six months. They could not adapt to MegaOil's culture, which is characterized by production/achievement, results orientation, competitive advantage, and market superiority (market/compete culture) . In hindsight, Johnny and Tom realized that they missed the

A) stability, predictability, and smoothness of a hierarchy/control culture.
B) tradition, trust, teamwork, cohesiveness, and sense of family of a clan culture.
C) flexibility, risk-taking, innovation, and entrepreneurship of an adhocracy/create culture.
D) emphasis on the employees' individual needs of an empowerment culture.
E) laid-back work environment of a weak culture.