Understanding the differences in management styles and associated cultural

differences is important because culture and management are closely related (Abi-
Raad, 2018). It is critical to consider the managerial and cultural aspects of both
Western and Middle Eastern contexts and the challenges associated with implementing
Western management styles in these regions
Cultural considerations have become essential elements that cannot be ignored
when switching from domestic to multinational corporations in today's
globalized business environment. Companies must shift from operating solely
within domestic boundaries to managing diverse, cross-cultural environments (Qi &
Lee, 2019; Reniati et al., 2021). Today's organizations operate in a business
environment characterized by rapid technological change, intense international
competition, and evolving customer preferences (Aboramadan et al., 2020).
Innovation is widely recognized as a competitive mechanism for organizational
performance and success, playing a crucial role in adapting to the ever-changing
business landscape (Blackwell, 2006, as cited in Aboramadan et al., 2020).
Organizational performance encompasses various dimensions and emphasizes
achieving business growth and profitability (Saragih & Saluy, 2022). The proposed
concept elucidates how organizational culture and work values foster the
development of suitable work practices and performance objectives (Hong et al.,
2020).
Numerous researchers are captivated by organizational culture, driven by the
assumption
that it is pivotal in driving organizational innovation, productivity, and financial
performance
(Blackwell, 2006, as cited in Aboramadan et al., 2020). This study provides an
overview of
various approaches to understanding organizational culture from Western and
Eastern
perspectives, drawing upon research from 40 diverse journals across different
disciplines. While
a previous study (Aboramadan et al., 2020) aimed to explore the relationship
between
organizational culture and bank performance, specifically examining the
mediating role of
innovation, the present study delves into analyzing the disparities in the
advantages and
disadvantages of organizational culture from Western and Eastern perspectives,
ultimately
determining which culture demonstrates greater effectiveness in the organizational
context. The
research problem focuses on elucidating how to describe organizational culture from
Western
and Eastern perspectives, identifying the advantages and disadvantages associated
with each
perspective, and discerning which culture tends to yield better outcomes within
the
organizational culture.
2. Literature Review
2.1. Organization Culture
According to Junaidi & Susanti (2017), organizational culture encompasses patterns,
norms,
beliefs, and values applicable to a company. These elements can influence employees'
behavior
and actions, impacting their organizational performance. Tohidi & Jabbari (2012) and
Hermanto
(2018) define organizational culture as a collection of shared assumptions and
implicit
guarantees held by groups, which shape perceptions, thoughts, and reactions in
various
contexts. Belias & Koustelios (2014) state that organizational culture emerges from the
working
relationships between employees and between employees and customers,
allowing for
adaptation and alignment with institutional goals and strategies. Dyahrini (2019)
describes
organizational culture as a system of shared meaning held by members,
differentiating the
organization from others. Sangadji & Sopiah (2013) emphasize that organizational
culture is a
set of shared values adopted and nurtured by members of an organization,
distinguishing it
from other entities.
An effective organizational culture plays a vital role in enhancing business
decision-
making. The sustainability of culture within an organization relies on managing the
distinctions between national and foreign cultures (Hasan et al., 2020). Lubis &
Hanum (2020) outline
several functions of organizational culture. Firstly, it provides a sense of identity to
members,
allowing them to exhibit distinct characteristics that set them apart from other
organizations.
Secondly, it fosters cooperation, creating a comfortable work environment and
strong
interpersonal bonds akin to a family. Lastly, it shapes behavior by raising
members' self-
awareness.
2.2. Organizational Culture from Western and Eastern Perspectives
Organizational culture in Western countries, such as the United States and
Germany, is
typically characterized by low power distance, reflecting an egalitarian culture.
In contrast,
Eastern countries like Japan and Korea tend to have high power distance,
indicative of a
hierarchical organizational culture (Hong et al., 2020). Hwangbo (2015) notes
that Eastern
countries often exhibit tightly coupled control and governance within their
organizational
features, emphasizing hierarchical structures. On the other hand, Western
organizations are
more likely to embrace loosely coupled cultures that encourage enabling or
indulgent
approaches.
Qi & Lee (2019) state that Western countries prioritize individualism, analytical
thinking,
systems-oriented culture, and values within their organizational cultures. In
contrast, Eastern
countries, which emphasize collectivism, prioritize integrated thinking and
emotionally
oriented culture and values. Samul & Wangmo (2019) also observe that Western
organizations
adopt flatter structures, favoring less prescriptive leadership models, while
Eastern
organizations typically adopt more hierarchical structures.
Communication styles also differ between the Western and Eastern regions. The
Middle
Eastern world relies more on silent contextual cues and high-context communication,
whereas
the Western world follows low-context cultures (Abi-Raad, 2018; Barkema et al.,
2015).
Based on the perspectives above, it can be concluded that the organizational
culture in
Western countries emphasizes individual-oriented work systems and adherence to
system
rules. In contrast, the organizational culture in Eastern countries is characterized by
hierarchical
structures and a strong emphasis on teamwork. Therefore, the cultural context
of Eastern
countries tends to exhibit a higher degree of hierarchy and collaboration than
Western
countries.
2.3. Performance
According to Nursam (2017), performance refers to the willingness of an
individual or a
group to carry out and excel in their assigned activities, yielding the expected
outcomes. Muis
et al. (2018) highlight that performance is influenced by three essential factors:
the worker's
abilities and interests, their acceptance of task delegation and instructions, and
the worker's
level of motivation. Sutedjo & Mangkunegara (2013) and Ferawati (2017) describe
performance
as the quantity and quality of work employees accomplish in fulfilling their
responsibilities.
Supardi & Anshari (2022) define performance as the outcomes of an employee's work
within a
specific timeframe, assessed against predetermined standards, targets, goals, or
criteria.
Performance improvements are necessary when the achieved performance falls
short of
expectations. Such improvements aim to enhance the organization's ability to achieve
its future
goals (Sadat et al., 2020). Rivaldo (2022) and Mufti et al. (2021) emphasizes
that human
resources are vital in achieving performance, as they significantly influence
organizational processes. Factors contributing to performance
improvement include organizational culture,
leadership style that fosters motivation, and job satisfaction
(Setiono, 2018).
3. Methodology
A systematic literature review is a methodological approach that
systematically identifies,
evaluates and interprets the work of researchers and practitioners in
a specific field. Its primary
objective is to uncover knowledge gaps and research needs within
that domain (Bahaa et al.,
2021). Bacaro et al. (2020) highlight the usefulness of
systematic reviews in providing an
overview of the current state of research on a specific topic
and the necessity to review
evidence-based literature systematically. Researchers employing
systematic literature reviews
aim to assess considerations, benefits, and unintended
consequences to identify research gaps
and inform current and future policy development (Muposhi et al.,
2022).
The systematic review process should adhere to established
guidelines to ensure its
integrity. These guidelines serve several crucial purposes,
including i) allowing reviewers to
anticipate potential challenges, ii) facilitating comparison of
protocols and methods, iii)
preventing arbitrary decisions regarding inclusion criteria and data
extraction, and iv) reducing
duplication and promoting collaboration.
In this study, the systematic review was conducted following
the steps outlined by
(Sumarni et al., 2020). The systematic review comprises two main
phases: identifying relevant
articles and the analytical procedures. The initial stage
determined the research objectives,
followed by a literature search using relevant keywords or
phrases (Suprapto et al., 2020).
Figure 1 illustrates the systematic review procedure employed in this
study.

3.1. Article Identification

Research articles on Western and Eastern Perspectives on
Organizational Culture,
published in English-language journals, were obtained from
various electronic databases,
including Taylor and Francis Online, Science Direct, Springer,
Google Scholar, and Sage
Publication. The search focused on scientific periodicals that
met specific requirements and
looked for articles published between 2012 and 2022. These
criteria included being an
international journal listed in reputable databases such as Scopus
and Web of Science, having an impact factor from ISI Web of
Science or Scimago Journal Rank (SJR), or having an SJR
impact factor categorized as low as Q3 (third quartile). Even if they
did not yet have an impact
factor from ISI Web of Science or SJR, the journals had to
meet the requirements for being
international journals indexed by reliable databases.
Western and Eastern Perspective Organizational Culture and
Western and Eastern
Perspective Organizational Culture in Companies were among
the search terms used.
Academic works about “Western and Eastern Perspectives of
Organizational Culture" in
businesses as well as "non-educational satisfaction” (i.e.,
contentment with the services offered
by institutions of economic, health, or social institutions), were,
however, excluded.
The articles included in the analysis from each database were peer-
reviewed and published
in English-language academic journals. The reference lists of
these articles were also used to
identify other relevant articles on Western and Eastern Perspectives
of Organizational Culture,
as frequently cited articles are often the first to appear in various
databases and are typically
recently published.
The information from each article examining Western and
Eastern Perspectives on
Organizational Culture is collected and organized in a database.
The database includes details
such as the journal name, year of publication, author
information, affiliations, the country
where the survey was conducted, the methodology used
(including data collection method,
data type, and sample), the theory employed, and results.
The articles employ various data collection methods, which are
classified within each
article. These methods include interviews, surveys, tests,
literature reviews, case studies,
thematic approaches, maximum variability sampling, Google
Trends analysis, and integrative
research reviews. The type of data used in the articles is classified as
quantitative, qualitative, or
mixed methods.
Finally, the overall results obtained from the survey questions
are categorized and
presented to provide an understanding of Western and Eastern
Perspectives on Organizational
Culture.
3.2. Analysis Procedure
This study determines the Organizational Culture of Western and
Eastern Perspectives and
supports further research. Therefore, several aspects are presented
in this study, including the
type and author of the study (location, year of publication,
journal), the methods used, the
theory of Organizational Culture from Western and Eastern
Perspectives, and the research
results. The survey results are then categorized based on the survey
questions. In the final stage,
the researcher explains the important reviews of further research
and how the Organizational
Culture of the Western and Eastern Perspectives can be applied.
4. Results
The scientific research papers included in this study amount to
40 articles focusing on
Western and Eastern Perspectives of Organizational Culture.
These articles were published
between 2012 and 2022. A systematic review examines various
aspects such as what, where, by
whom, how, when, and what was found in the existing
literature. This technique enables authors to assess the value of
different studies and fields, including Western and Eastern
Perspectives of Organizational Culture and aids in planning future
research.
4.1. Geographical Scope
Table 1 provides information on the countries where the research
included in this study
was conducted, indicating the geographical scope of the articles. Out
of the 40 articles that met
the criteria, they originated from 24 countries. Canada, Turkey,
Japan, and Indonesia emerged
as the dominant contributors. Several reasons explain why
these countries have a relatively
higher number of published research on this topic than others.
Canada and Japan, being
developed countries, possess advanced technological capabilities
compared to many other
nations. On the other hand, Turkey is an Eastern country that
adopts Western-style politics,
making organizational culture a critical aspect of regional
organizations.
Additionally, Indonesia, with its large population, holds the
distinction of being the fourth
most populous country in the world. The inclusion of these
countries in significant numbers
indicates their focus on organizational culture based on Western and
Eastern perspectives. The
table below presents the research locations associated with the topic

5. Discussion
Organizational culture refers to a company's patterns, norms,
beliefs, and values. These
elements can influence employees' actions and behavior,
ultimately impacting their
organizational performance.
The concept of effective organizational culture plays a crucial role
in enhancing business
decisions. Preserving culture within an organization involves
managing the differences
between national and foreign cultures. Eastern countries
typically exhibit tightly coupled
control, hierarchical organizational cultures, whereas Western
organizations often embrace
loosely coupled cultures that foster empowerment.
In Western perspectives on organizational culture, there is an
emphasis on individual work
systems and adherence to system rules. Conversely, Eastern
perspectives prioritize hierarchical
structures and teamwork. Thus, the cultural context in Eastern
countries tends to be more
collective than in Western countries.
Western organizational cultures promote individualism, analytical
thinking, and values
that align with systems-oriented approaches. On the other hand,
Eastern countries advocate
collectivism, culturally integrated thinking, and emotionally
oriented values. Western
organizations commonly adopt flatter structures with less
prescriptive leadership models, while
Eastern organizations tend to have more hierarchical structures.
Communication styles alsodiffer, with the Middle Eastern world
relying more on silent contextual cues within high-
context communication, in contrast to the Western world's
preference for low-context cultures.
Organizational culture is important for any organization, including
Indonesia, which has
the fourth largest population globally. From the Western
perspective, organizational culture
emphasizes individual work systems and adherence to system
rules, while the Eastern
perspective prioritizes hierarchical structures and teamwork.
Therefore, Eastern countries'
cultural context is generally higher than Western countries.
6. Conclusion
This systematic review of 40 scientific articles focused on Western
and Eastern perspectives
of Organizational Culture reveals the significance of
organizational culture in enhancing
organizational competitiveness. The research covers a geographical
scope of 24 countries, with
Canada, Turkey, Japan, and Indonesia being the primary
contributors. The analysis shows a
concentration of publications in 2020, 2021, and 2017. Business
and Management journals
accounted for most publications, while quantitative methods,
particularly online surveys, were
commonly employed. The findings emphasize the importance of
individual work systems and
system regulations in Western perspectives and hierarchical
structures and teamwork in
Eastern perspectives. Future research should consider
integrating quantitative analysis
techniques to further validate and expand upon these findings.
7. Limitations and Future Directions
Although this article employed a Systematic Literature Review
(SLR) approach, future
research would benefit from incorporating quantitative methods
such as SPSS, SEM, and PLS
analysis techniques to provide further empirical testing and
validation.
8. Conflicts of Interest and Ethical Standards
I certify that in this research, there is no conflict of interest in the
current organization, and
no unethical practices such as plagiarism were followed during the
research.