<![CDATA[The consolidation of Indonesian rural banks (Bank Perekonomian Rakyat; BPR) can strengthen institutional capacity but may also create uncertainty among employees before the merger becomes legally effective. This study examined the effects of merger, organizational culture, and leadership style on employee commitment at PT BPR Chandra Muktiartha. A quantitative cross-sectional survey design was employed. Likert-scale questionnaires were distributed to 138 employees; 64 were returned, of which 58 were complete and eligible for analysis. Each construct was measured using 12 items. Data analysis included descriptive statistics, validity and reliability testing, classical assumption tests, and multiple linear regression. Employee commitment was categorized as high (M = 4.149, SD = 0.452). The regression model was statistically significant, F(3, 54) = 8.242, p < .001, with an R² of .314. At the predictor level, organizational culture had a positive and significant effect on employee commitment (B = 0.474, p = .033). In contrast, neither merger (B = -0.072, p = .559) nor leadership style (B = 0.218, p = .124) had a significant effect. These findings indicate that, during the pre-merger stage, employees' day-to-day experience of organizational culture plays a more immediate role in shaping their commitment than structural changes that have yet to be implemented. Management should prioritize the internalization of organizational values, open communication, cross-unit collaboration, fairness, and consistent explanations regarding each stage of the merger process. The generalizability of the findings is limited by the cross-sectional design, non-probability sampling, and single-organization setting. The study contributes phase-specific evidence from a rural bank by testing the three predictors in one model and showing that organizational culture is the only significant partial predictor before the structural change is implemented.]]>
