<p>Organizational culture is widely recognized as a critical success factor, with organizations often seeking to change it to enhance performance. However, culture can also shift due to external and internal factors beyond deliberate efforts. As research on organizational culture change remains fragmented, with diverse theoretical perspectives on culture and change, levels of analysis, and methodologies, existing reviews often focus on isolated aspects. This paper provides a comprehensive overview of existing research on organizational culture change integrating recent developments, such as microfoundations. The paper uses a systematic literature review combined with coding according to established models of culture and change as well as a design-oriented research synthesis based on the ‘CIMO-logic’ (Context, Interventions, Mechanisms, Outcomes) to answer the question of how organizational cultures change, considering its cultural elements and the microfoundations of change. Analyzing 77 peer-reviewed journal articles, the study identifies and systematizes theoretical and methodological gaps in the literature, offering a novel framework for understanding cultural change as a dynamic, multi-level process. The results highlight the need for further microfoundations research and new methods to analyze the interactions between individual actions and organizational structures. This paper provides actionable insights for researchers and practitioners, emphasizing the value of micro-macro perspectives and evidence-based approaches in managing organizational culture change.</p>