<p>This study investigates the influence of organisational culture (OC) on employee performance (EP) and organisational resilience (OR), as well as the role of high-performance work systems (HPWS) as a mediator. Drawing on the resource-based view, social exchange, and dynamic capabilities theory, the research posits that while organisational culture plays a foundational role in shaping organisational outcomes, its impact is significantly enhanced when aligned with high-performance work practices. Data were collected from 340 employees within the Indian service sector using self-reported questionnaires. Covariance Bases-Structural equation modelling was employed to analyse the proposed relationships. The findings reveal that organisational culture, in isolation, does not significantly improve organisational resilience (<i>p</i> = 0.07); however, when mediated through HPWS, its effect becomes meaningful and substantial (p values &lt; 0.001). Similarly, HPWS significantly mediates the relationship between culture and employee performance (p values &lt; 0.01), indicating that high work performance practices are crucial for translating cultural values into improved performance. Practically, the findings highlight the need for HR leaders and decision-makers in the service sector to embed cultural values into structured HR systems to drive performance and build organisational resilience. Limitations include the cross-sectional design and reliance on self-reported data, suggesting directions for longitudinal and multi-source future research.</p>