The issue at hand is most relevant to exactly the need for economic and managerial sciences to become more accurate and based on the real behavior of individuals in organizations, which is the only way to improve the process of economic decision making and increase the effectiveness of activities in organizations. Considering subcultures as a specific organizational construct, directly related to the specifics of national and organizational cultures, makes analysis of the prerequisites and challenges of modern management processes and expands the socio-anthropological discourse more in-depth. The reasoning is based on some of the results of a team survey conducted two years ago in Bulgaria on corporate social capital and specifically on the manifestation of subcultural constructs in the organizational environment among managers and employees in various fields. The in-depth interviews, as well as the application of the Minnesota test and the California Personality Inquiry, provide an opportunity to find unexpected homogeneity in the attitudes and perceptions of certain segments, such as the employee segment. Quite different and not as homogeneous is the group of managers, or the so-called management structures which turn out to be an interesting field of research on views on life, behavioral attitudes, eccentricity and originality of characters. Of interest is the perception of these specific subcultures in the context of their positioning on the opposition of rationality - irrationality, which is consistent with the consideration of culture itself as a dichotomous system of rational and irrational components. This is a prerequisite to build and operate good management practices. Socio-cultural incompatibility can be established not only in the organizational cultural dimensions, and especially in their interactions with the established national cultural matrix, but also in the specific and extraordinary manifestation of subcultural constructs leading to relevant deviations. This is the great challenge that business and especially its management faces, as the management profile is based not only on visible business specifics, but also on invisible, elusive components, such as elements of organizational cultures in general and specific corporate subcultural constructs