Organizational culture has been the subject of many research, ranging from the effects of organizational culture on business, efficiency and effectiveness, to analyzing the ways in which organizational culture is managed and the leadership styles required for quality management. Employees are no longer giving importance to only financial incentives, but also for a comfortable work atmosphere and climate, the ways employers and owners treat them and the way employees treat one another. Subcultures are also a popular topic among different authors, given their ability to enhance or reduce the quality of the organization's work. Given the growing growth of the software industry and the need of such organizations to adapt the specific requirements of members of such organizations, the study of the organizational culture and subcultures of software companies is becoming essential for their survival. The theoretical part of the paper deals with organizational culture, its definition, elements, functions, stages of formation and the connection between organizational culture and business efficiency. Also, the importance of subcultures as the main topic of this paper is not neglected and the specifics of subcultures in software companies and their relationship with the dominant culture are explained. The empirical part of the work carried out on software companies in Croatia examined the existence of subcultures in selected software companies, the basis of which elements these subcultures were formed and the respondents' perception of these subcultures. The assumption of the paper is that the subcultures that exist in the surveyed organizations are benign, that is, they do not create differences and conflicts that can harm the organization. The conclusion of the empirical research is that subcultures exist in the surveyed organizations, that the respondents are relatively aware of these subcultures and that they are able to identify the foundations upon which they were formed.