Organisational Culture as a Driver or Barrier to Organisational Change in Developing Countries: A Systematic Review

Abstract

This systematic review examines how organisational culture (OC) influences organisational change in developing countries, addressing a literature gap concentrated in Western, high-income contexts. Following PRISMA 2020 guidelines, we analysed 35 studies published between 2000 and 2025, spanning healthcare, manufacturing, higher education, public administration, and finance across 15 developing nations. The synthesis employed thematic analysis guided by the Competing Values Framework and institutional theory. Results indicate that organisational culture operates as a contingent mediator rather than a uniform driver or barrier. Clan culture consistently facilitates change through empowerment, trust, and participative decision-making. Conversely, a hierarchy culture typically impedes implementation through centralised authority, information hoarding, and suppressed psychological safety. Adhocracy and market cultures produce context-dependent effects, moderated by sectoral constraints and managerial practices. National cultural dimensions, political interference, and resource scarcity significantly moderate these relationships, often neutralising formal change policies. The findings demonstrate that change management practices mediate the culture-outcome link but require multi-level alignment to succeed. This review contributes a contextual model for OC-change dynamics, extending Western frameworks by showing that hierarchy in developing contexts is frequently an institutionalised norm rather than a managerial preference. Practically, the study provides evidence-based guidance for diagnosing cultural fit, adapting change strategies to national realities, and addressing systemic resource constraints.