Resumen
The workers are demanding a new psychological contract, in which the differences in power must be less asymmetrical, thus allowing the hearing of the voices of the less heard. In accordance with the above, this study determines the existing gaps between the three hierarchical levels (strategic, executive, and operational) and the organizational culture, focusing on power asymmetries. Following the case methodology, the instrument designed by Denison (1990) is applied to measure the organizational culture in each of its four dimensions (adaptability, involvement, mission and consistency) in a regional and national sales leading retail company located in the north of Chile. The information collected from 163 respondents is analyzed using non parametric statistics. The results show the high correlation between the hierarchical levels and cultural organization´s dimensions. However, in four particular items (empowerment, capacity development, core values and agreement), it is shown that the operational level feels that the higher hierarchical levels impose their power which, besides affecting their motivational and commitment levels, leads them to take action in order to decrease asymmetries, where informal powers play a key role. In other words, the relationship between culture, hierarchical levels and power developed in this study is an incite for future research to deepen it.