Organisational culture is an integral part of any organisation. Although mostly invisible to the eye, its power and importance, as well as its impact on the daily life and business of organisations, have been confirmed many times, both in theory and practice. Consequently, this paper explores the organisational culture present in different organisations in the Republic of Croatia, examining the similarities and differences in culture between organisations in the private and public sector, but also within the private sector with respect to ownership (mostly domestic or mostly foreign) of these organisations. The research was conducted on a sample of the general working population in Croatia, without restrictions regarding the work field of organisations in which respondents are employed, and by using one of the most used instruments in the world for evaluating organisational culture, the so-called OCAI questionnaire, which distinguishes four types of organisational culture and concurrently evaluates the existing and desired organisational culture. Amongst other things, the research showed that the cultural environment of every organisation is intertwined with all four types of organisational culture, with one to possibly two types of culture prevailing and being more dominantly expressed within the organisation. Finally, among the key conclusions, based on the conducted research, what stands out is that the hierarchy culture prevails in the public sector organisations, while in the private sector organisations prevails the clan culture and/or market culture, whereby they have in common that the adhocracy culture is present the least; regarding the desired organisational culture, respondents from both sectors agree that they want to see more of the clan culture in their work environment.