Organizational culture refers to the shared values, beliefs, norms, and practices that shape the behavior and mindset of employees within an organization. In the context of tourism management, organizational culture plays a critical role in determining how staff interact with tourists, collaborate internally, and adapt to changing market demands. It acts as a guiding framework that influences decision-making, communication patterns, service quality, and overall organizational performance. A strong organizational culture can foster employee loyalty, enhance motivation, and create a consistent service experience for tourists, while a weak or misaligned culture can lead to confusion, inefficiency, and dissatisfaction among both staff and customers. Organizational culture is multidimensional, encompassing observable behaviors, underlying values, and implicit assumptions that guide how employees act and respond to challenges. One important dimension is shared values, which represent the core principles that the organization stands for. In tourism, these could include a commitment to customer satisfaction, sustainability, cultural sensitivity, and innovation in service delivery. Shared values influence the way employees prioritize tasks, resolve conflicts, and interact with colleagues and clients. Another critical dimension is norms and behavioral expectations, which dictate acceptable and unacceptable behaviors within the organization. For example, in a hotel chain, norms might include punctuality, professional attire, courteous communication, and attention to detail in guest services. Norms are reinforced through training programs, supervision, performance appraisals, and informal peer pressure, ensuring that employees internalize the expected behaviors. Symbols and artifacts form another dimension of organizational culture. These are tangible or visible representations of the culture, such as logos, uniforms, office layouts, decor, awards, and even rituals like team