Abstract
Our focus is on the support of social service organisations by an external independent specialist- supervisor or consultant. Interplay of the organisational culture and culture of the external specialist can be expected.
However, there is a lack of empirical evidence of such influence and how supervision forms an organisational culture. We present a review of the literature on the topic and our three empirical studies.
Our analysis identifies the concrete signs of "wrestling" between the culture of the supervisor, as influenced by the professional school and personally developed expertise, and the other boundaries. However, no fundamental changes in the supervision culture have been demonstrated.
Our results do not support the thesis of Fowler about the mutual accommodation of supervision culture and organisational culture.