<![CDATA[Organizational culture is increasingly shaped by the capacity of organizations to maintain cultural alignment while responding to organizational change, transformation, and competitive pressures. Previous research has emphasized the importance of organizational values, value-based leadership, and strategic alignment in shaping cultural alignment and employee outcomes. However, several dimensions identified in prior framework development—including organizational development, organizational transformation, adaptability, stability, and competitiveness—remain insufficiently explored through empirical qualitative inquiry. This study aims to explore how these dimensions interact in organizational practice and how they contribute to the development and maintenance of cultural alignment. Building on the Gap in Organizational Culture framework developed in previous research, this study adopts a qualitative exploratory approach to investigate organizational experiences, practices, and perceptions related to cultural development and change. Data will be collected through semi-structured interviews with organizational leaders and employees and analyzed using thematic analysis supported by NVivo. The analysis will focus on identifying recurring themes, relationships, enabling conditions, tensions, and organizational mechanisms associated with development, transformation, adaptability, stability, and competitiveness. The study is expected to extend existing organizational culture research by moving beyond the identification of cultural alignment toward a deeper understanding of how organizations develop and sustain alignment while navigating transformation and environmental change. The findings will contribute to the refinement of the Gap in Organizational Culture framework and provide practical insights for organizational leaders seeking to strengthen cultural adaptability, organizational resilience, and sustainable competitiveness.]]>
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