<![CDATA[Organizational resilience increasingly depends on an organization’s ability to maintain cultural coherence while continuously adapting to changing organizational and environmental conditions. This study examines how organizational values, strategic alignment, value-based leadership, and cultural implementation contribute to understanding organizational resilience through the perspective of dynamic cultural alignment. Using a questionnaire dataset comprising 250 respondents, the study conducts a descriptive re-analysis of four organizational dimensions: Organizational Values, Strategic Alignment, Value-Based Leadership, and Gap in Organizational Culture. The findings reveal that Organizational Values represent the strongest dimension, with an overall mean of 3.542, followed by Strategic Alignment at 3.491. Gap in Organizational Culture records a mean of 3.285, while Value-Based Leadership has the lowest overall mean of 3.148. The empirical pattern indicates that organizations possess relatively strong normative and strategic foundations, while the translation of these foundations through leadership and everyday cultural practices requires further strengthening. The findings suggest that cultural alignment should not be understood as a static condition of consistency, but as a dynamic organizational process that enables organizations to preserve essential values while adapting practices, capabilities, and organizational responses to changing conditions. The study contributes to organizational culture and resilience literature by positioning dynamic cultural alignment as a conceptual bridge between organizational continuity and organizational renewal. This perspective highlights the importance of integrating stable cultural foundations with leadership reinforcement, strategic coherence, organizational development, transformation, adaptability, and stability to support organizational resilience and sustainable competitiveness.]]>
