Organizational change and organizational culture have been studied and written about by many authors, most notably by Edgar Schein (1990, 1992), and are named as critical components of organizational maturity through such industry standards as The Capability Maturity Model Integration (CMMI), Control Objectives for Information and Related Technologies (CobiT), the Information Technology Infrastructure Library (ITIL), and Information Technology Service Management (ITSM). Specifically, a "service culture" is stated to be critical to success of these established maturity processes (CobiT, 2000, p. 34; Hyder, 2006, p. 11; and Cartlidge et al., 2007, p. 13). While these models contain exhaustive domains of process maturity and metrics for monitoring and measuring them, they fail to address the implications of organizational change and culture. A service culture has been identified by practitioners as a critical element of success for established maturity models (Corporate Executive Board IEC, 2008, p. 2; Corporate Executive Board IEC, 2004, p. 2). Lacking, however, is the domain organizational culture, which if critical to success, is mysteriously absent. This research attempted to model the organizational culture domain (OCD) and related significant components or variables of that domain to organizational process maturity. Since the theory is that organizational culture is a significant factor in process maturity, then it is the proposition that process mature organizations have a more mature service culture. The OCD has been proposed to measure the organizational culture through such factors as communication, innovation, and tension/anxiety of change. Currently, organizations attempting to move to more process mature states for efficiency and profitability purposes have to look outside the various process maturity models to conduct a culture assessment and then interpret the results in relation to their process maturity strategy. The intent of this research was to add to the existing body of knowledge in these maturity models and it offered an additional domain of organizational culture maturity and management as it specifically relates to organizational process maturity. The benefits are that the strategy for maturing the organization from process to culture in order to compete in a global economy is contained in a single model. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]