Scientists have spent a lot of time looking at professional managerial activities.However, so far not much is known about its nature in specific organisational contexts. This articleoffers an analysis of the activity of managing shopping centres. The author uses semi-directedinterviews of managers to argue that their work is configured in a process and as a product ofinteraction with the mall’s organisational culture. The latter is said to mobilise managers byinstilling a spirit of adherence in action, which they in turn spread to the other organisationalactors in such a way as to achieve the desired commercial and financial results.