Hospitals in today's healthcare system are under pressure to boost their competi-tiveness. A number of studies have shown the disconnect between corporate culture and the enhancement of healthcare profes-sionals' performance. While it is well accepted that an organization's culture has a substantial impact on the performance of its health care professionals in clinical prac-tice, the mechanisms by which culture might enhance health care professionals' performance remain unclear. This paper draws on 22 literature reviews and database searches using keyword syntax from Sciencedirect, Pubmed, Google Schoolar, and other relevant publications published between 2011 and 2021. Research in the field demonstrates that a company's culture may influence the efficiency and effective-ness of its healthcare employees. This over-arching issue was dissected into the follow-ing themes: nurse performance mediated by discipline; the existence of cultural groups; a central focus on health care professional management; and individual, organization-al, and psychological aspects. The optimal performance of nurses and the outcomes of patient care are contingent on management in the health care business knowing the cul-tural factors that exist in the workplace. health-care professionals are confronted with the need to enhance the competitive- ness of hospitals, which necessitates the exploitation of human resources.1 Considering that at least 30-40 percent of patients do not receive treatment based on scientific evidence and that 20 percent or more of health care provided is either unneeded or may cause harm to the patient, this assertion is reasonable.2 Integration of research into clinical practice is frequently advocated as a way of improving perfor- mance, addressing unexpected variation in individual physician decision-making, and improving patient and system outcomes. While the application of research findings to practice is frequently advocated as a solution, statistics such as those given above demonstrate that there is a misalign- ment between corporate culture and health care professional performance improve- ment efforts.2 This divide between theory and practice is essentially a failure of corporate culture to motivate health care professional to achieve at their highest levels. Understanding and addressing organiza- tional culture issues requires a thorough understanding of a variety of factors, such as practitioner obstacles, the environment in which choices are made, and transforma- tional impediments.3 To far, the majority of nursing research has been devoted to deter- mining the impact of doing research at the person rather than organizational level. A comprehensive assessment of the individual drivers of improved health care professional performance discovered minimal consisten- cy in study findings addressing the individ- ual variables that predicted better health care professional performance via organiza- tional culture.4 Additionally, when studying individual factors (e.g., age, gender, years of nursing experience), researchers generally look at irreversible determinants (e.g. age, gender, years of nursing experience). Given the fact that the vast majority of healthcare profes- sionals work in complex organizations, this shift in emphasis toward examining the organizational factors that influence research use is critical.5 However, little is known regarding the effect of organization- al culture on health care professional perfor- mance improvement. As part of an ongoing initiative exploring how health care profes- sional choose their research use, we did a review of the literature on nursing organiza- tional culture studies to ascertain the status of the science. The goal of this essay in its whole is to: ascertain the organizational cul- ture elements that influence health care pro- fessional performance.