The main purpose of this study was to investigate the effects of organizational culture types on burnout both direct and through role ambiguity. Data were collected from a variety of organizations such as a hotel, a mining company, an insulation and construction materials company, an automotive parts manufacturer, and a tire marketing company in Turkey. In this study, we developed and tested a ... [Show full abstract] model which has interactions between organizational culture types, role ambiguity, and burnout. Some of our hypotheses were supported while others were not. The findings of the study showed a positive relationship between role ambiguity and burnout. On the other hand, the relationships between organizational culture types and both role ambiguity and burnout, were seen in different directions due to the types of organizational culture. In this context, the results indicated that the clan culture had a negative direct effect and a negative impact through role ambiguity on burnout. Similar results were found for the hierarchy culture. There was a negative relationship between the hierarchy culture and burnout, and role ambiguity also mediated this relationship. It was determined that the adhocrachy culture affected the burnout by both direct and through role ambiguity. As predicted, a positive relationship was observed between the adhocrachy culture and role ambiguity. On the other hand, the study s results indicated, the adhocracy culture increased the level of burnout.