Introduction:
Organizational culture plays a crucial role in determining how an organization performs and operates, impacting both its success and failure. It influences the daily practices within a company, guiding behavior and attitudes that ultimately affect employee performance. An optimal organizational culture can promote high levels of motivation and productivity, whereas a negative culture may lead to underperformance and inefficiency. This relationship between organizational culture and employee performance has drawn attention from both scholars and practitioners, as improving organizational culture is considered vital for enhancing business outcomes.
In the context of business enterprises, especially those in Indonesia, organizational culture has gained increasing importance in recent years. Its direct influence on employee performance is critical, as employees’ behavior, motivation, and success within an organization are often linked to the prevailing culture. Despite its significance, research on this relationship is still limited, and only a few systematic mapping studies (SMS) have been conducted to analyze the link between organizational culture and employee performance.
This study aims to bridge that gap by systematically mapping research on organizational culture and employee performance in business, particularly over the period 2017 to 2022. The review includes quantitative studies, primarily focusing on national companies, particularly in the banking sector of Indonesia, while also identifying the lack of research on multinational companies and manufacturing industries.
Purpose and Objectives:
The purpose of this study is to provide a systematic mapping of research examining the relationship between organizational culture and employee performance in the business context. This study aims to offer an overview of the current literature, helping academics and practitioners understand how organizational culture impacts employee performance. It also seeks to provide insights into gaps in existing research, especially regarding cultural differences in multinational companies and the manufacturing sector.
The main objectives of this study are to:
This study also aims to provide recommendations useful for the development of theories and practices related to organizational culture and employee performance management.
The information you provided is the citation and publication details for a journal article. Here’s the breakdown of the components:
ISSN 1816-6075 (Print), 1818-0523 (Online): These are the International Standard Serial Numbers (ISSN) assigned to the Journal of System and Management Sciences. The first number is for the print version of the journal, and the second is for the online version.
Journal of System and Management Sciences: The title of the academic journal in which the article is published.
Vol. 14 (2024) No. 6, pp. 11-21: This indicates the volume and issue number of the journal where the article appears. Volume 14, issue 6, with the article spanning pages 11 to 21.
DOI: 10.33168/JSMS.2024.0602: The Digital Object Identifier (DOI) is a unique identifier for the article, which provides a permanent link to the document on the internet.
Rini Fatmawati, Iwan Sukoco, Rusdin Tahir, Herwan Abdul Muhyi*: These are the authors of the article. The asterisk (*) next to Rini Fatmawati indicates the corresponding author.
Department of Business Administration, Universitas Padjadjaran, Indonesia: This is the academic department and institution where the authors are affiliated.
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