<![CDATA[The 2021 merger of PT Pelabuhan Indonesia (Persero), which integrated Pelindo I, II, III, and IV, represented a large-scale organizational transformation involving not only the consolidation of organizational structures and business processes but also systematic change management and organizational culture harmonization. This study aimed to analyze the change management strategies, organizational culture formation process, and effects of both factors on the post-merger organizational performance of PT Pelabuhan Indonesia (Persero). The study employed a descriptive qualitative approach with a case study design. Data were collected through semi-structured interviews, observations, and company document analysis involving five key informants holding positions at the director, group head, and department head levels. The data were analyzed using narrative analysis through transcription, coding, theme identification, and systematic interpretation. The results showed that Pelindo’s successful transformation was supported by structured change management based on Kotter’s eight-step change model, inclusive leadership, transparent communication, employee involvement, and organizational culture harmonization. The internalization of AKHLAK values, strengthened cross-entity collaboration, and various transformation programs helped reduce resistance and establish a more cohesive organizational identity. The study concluded that merger success depended not only on structural and business process changes but also on the organization’s ability to manage human factors, organizational culture, leadership, government policy support, and an integrated combination of transformational and transactional leadership]]>
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