DAMPAK BUDAYA ORGANISASI TERHADAP KINERJA ORGANISASI - Rizky, Ahmad; Syamsudin, Rahmi Andini (Prosiding Seminar Nasional Manajemen, 2026)
ABSTRAK Penelitian ini bertujuan mensintesis bukti empiris mengenai dampak budaya organisasi terhadap kinerja organisasi serta menjelaskan mekanisme dan kondisi yang menyebabkan pengaruh tersebut berbeda antarorganisasi. Metode penelitian menggunakan systematic literature review dengan alur PRISMA. Penelusuran dilakukan pada ScienceDirect, Emerald Insight, Taylor & Francis, SpringerLink, SAGE, DOAJ, dan portal jurnal nasional untuk artikel terbit tahun 2017–2025. Dari 46 artikel kandidat, 15 studi empiris dipilih berdasarkan relevansi variabel, kejelasan metode, dan ketersediaan hasil analisis. Hasil sintesis menunjukkan bahwa budaya adaptif, pembelajaran, kolaboratif, digital, berorientasi pelanggan, dan berorientasi hasil umumnya berkaitan positif dengan kinerja finansial maupun nonfinansial. Namun, tidak terdapat satu tipe budaya yang selalu unggul. Budaya clan memperkuat komitmen, berbagi pengetahuan, dan keterlibatan; budaya adhocracy mendorong inovasi; budaya market mendukung pencapaian target; sedangkan budaya hierarchy berguna untuk konsistensi dan kepatuhan. Pengaruh budaya terutama bekerja melalui inovasi, empowerment, employee engagement, knowledge sharing, kualitas implementasi strategi, dan integrasi eksternal. Kesesuaian antara budaya, strategi, lingkungan, serta tingkat kematangan manajemen menentukan efektivitasnya. Kesimpulannya, budaya meningkatkan kinerja ketika nilai yang diklaim diterjemahkan menjadi praktik, sistem, keputusan, dan perilaku pimpinan yang konsisten. Kata Kunci: Budaya Organisasi; Kinerja Organisasi; Inovasi; Employee Engagement; Systematic Literature Review ABSTRACT This study synthesizes empirical evidence on the impact of organizational culture on organizational performance and explains the mechanisms and boundary conditions that make the relationship vary across organizations. A systematic literature review was conducted using the PRISMA flow. Searches covered ScienceDirect, Emerald Insight, Taylor & Francis, SpringerLink, SAGE, DOAJ, and Indonesian journal portals for studies published between 2017 and 2025. Of 46 candidate records, 15 empirical studies were retained based on variable relevance, methodological transparency, and the availability of analytical results. The synthesis indicates that adaptive, learning-oriented, collaborative, digital, customer-oriented, and outcome-oriented cultures are generally associated with better financial and non-financial performance. Nevertheless, no single cultural type is universally superior. Clan culture strengthens commitment, knowledge sharing, and engagement; adhocracy supports innovation; market culture reinforces target attainment; and hierarchy contributes to consistency and compliance. Cultural effects operate mainly through innovation, empowerment, employee engagement, knowledge sharing, strategy implementation, and external integration. The fit among culture, strategy, environmental demands, and management maturity determines whether culture becomes a productive capability or organizational rigidity. The review concludes that culture improves performance only when declared values are converted into coherent practices, systems, decisions, resource allocation, and leadership behavior. Keywords: Organizational Culture; Organizational Performance; Innovation; Employee Engagement; Systematic Literature Review