Integrating Digital Talent Management and Organisational Culture to Improve Employee Retention and Performance in the Era of Digital Transformation in Indonesia

Abstract

The integration of digital talent management and organisational culture in improving employee retention and performance in the context of digital transformation in Indonesia is very important. This study uses a targeted literature review approach (2015–2025) with a search protocol on Scopus, Web of Science, Google Scholar, and Sinta; keywords include "digital talent management", "organisational culture", "retention", and "performance". Literature selection followed a flow with inclusion criteria of empirical studies or systematic reviews that tested at least one main variable; the sector and research design were not limited. Data were analysed using content analysis with a combination of deductive–inductive coding. Findings identified three consistent pathways: digital HR practices (HCM/HR analytics, adaptive LMS, skills-based competency mapping) clarify development and feedback; a learning–collaborative–transparent culture moderates technology effectiveness; employee engagement mediates the impact on retention and performance. Methodological gaps include limited causal testing and culture measurement specific to learning orientation and digital collaboration. This study proposes a model of technology–culture–engagement–retention–performance integration and a mixed longitudinal research agenda, and recommends technology–culture co-design, strengthening of HR analytics capabilities, and fair data governance.