For a more comprehensive view of organizational culture in implementation research

Organizational culture has an important role in implementation science, but unfortunately, it is often defined inconsistently or treated as a unidimensional construct, sometimes, even by equating individual perceptions of the culture with the organization, itself. This commentary advocates for a systematic, multidimensional way of defining and measuring organizational culture in implementation research, with particular attention to pharmacy practice and medication use services. Using organization theory, we describe how culture exists within a dynamic interaction between internal processes and external forces. By reviewing frameworks and empirical studies, we show that culture is multifactorial and evolves alongside implementation; it influences readiness, leadership engagement, and practice behaviors in healthcare and pharmacy settings. An example from rural community pharmacies further illustrates how cultural support for change can coexist with uneven structural capacity, underscoring the need for context-sensitive, multidimensional assessment. Research indicates that differences in how cultural dimensions are perceived within an organization can shape outcomes, suggesting that implementation strategies may need adaptation for different subgroups. Multidimensional tools like the Organizational Culture Profile and PRACTICE offer stronger approaches to assessing cultural conditions relevant to implementation. A multidimensional perspective indicates that strategies must be determined based on the cultural climate of the organization. Furthermore, sustainable change depends on assessing culture before planning and implementation, and pharmacies must continually review the internal and external cultural conditions to safeguard patient welfare.