Mapping the Terrain: A Scoping Review of the Antecedents, Outcomes, And Mediating Pathways of Organizational Culture in Indian Organizations

Abstract

This study conducts a systematic scoping review to map the extensive body of literature concerning the correlates of organizational culture within the complex and unique context of Indian organizations. It aims to provide a comprehensive synthesis of the key antecedent factors that shape culture, the critical outcomes it influences, and the intricate mediating and moderating mechanisms that define these relationships. Adhering to the established scoping review framework by Arksey and O’Malley (2005), this research systematically identified and analyzed peer-reviewed empirical studies from databases such as Scopus, Web of Science, and Google Scholar, published between 2000 and 2023. The focus was exclusively on studies conducted within Indian organizational settings.

The review reveals a multifaceted ecosystem of correlates. Foundational antecedents include transformative and paternalistic leadership styles, deeply ingrained national cultural values like power distance and collectivism, and strategic organizational systems. The culture shaped by these factors exerts a powerful influence on outcomes ranging from micro-level employee engagement, commitment, and citizenship behaviors to macro level organizational innovation and financial performance. The relationship is rarely direct; it is predominantly channeled through mediating variables like psychological empowerment and is nuanced by moderating factors such as generational differences and industry type.

This paper is one of the first to offer a holistic, systematic map of the empirical landscape of organizational
culture correlates in India. It moves beyond a simple listing of factors to propose an integrative conceptual
model, providing scholars with a clear agenda for future research and offering leaders a evidence-based guide
for cultivating high-performance, human-centric workplaces in the Indian context.