Organizational Culture and OCB in Enhancing Employee Performance: A Southeast Asia Review

Abstract

This systematic review examines how organizational culture shapes Organizational Citizenship Behavior (OCB) and influences employee performance in Southeast Asian workplaces. Using a Systematic Literature Review (SLR) approach, fifteen empirical studies published between 2015 and 2025 were analyzed to identify patterns across cultural and institutional contexts. The review highlights that organizational culture functions as a structural and psychological framework that encourages prosocial behavior, cooperation, and mutual trust. Cultures emphasizing collectivism, shared values, and transformational leadership tend to strengthen key OCB dimensions such as altruism, conscientiousness, and civic virtue, which subsequently enhance employee performance. In contrast, highly hierarchical and bureaucratic cultures restrict discretionary behavior, limiting innovation and initiative, particularly in Brunei, Laos, and parts of Myanmar. Comparative findings indicate that Indonesia, Singapore, and the Philippines have begun integrating collectivist norms with participative management practices, resulting in stronger organizational commitment and adaptive performance. The review demonstrates that OCB operates as a behavioral mechanism through which cultural values translate into measurable performance outcomes, suggesting that effective organizational cultures in Southeast Asia balance social harmony with empowerment and openness to change