Organisational culture has repeatedly been reported as the vehiclefor organisational change, but there is still a lack of research that investigatesthe impact of HRM on organisational culture which is attributed tothe absence of comprehensive HRM frameworks. Based on a sample of161 German-speaking enterprises in Austria, Liechtenstein and Switzerland,this study responds to this gap by developing, operationalising and evaluating atypology of culture-oriented HRM systems and their effects on organisationalculture. The results demonstrate that HRM plays a crucial role in developingand shaping an organisational culture in general and that each of the developedHRM system, namely employee-, innovation-, profession and task-orientedfosters the development and/or change of a specific organisational culture inparticular.