Abraraw Chane(PhD): Marda Musefa2026-03-032026-03-032025-11-25https://etd.aau.edu.et/handle/123456789/7694This study investigates the effect of organizational culture on employee organizational commitment at Kifiya Financial Technology. Using a quantitative research approach and an explanatory survey design, data were collected from a sample of 210 employees selected through simple random sampling from a total population of 441. The study examined four cultural dimensions—clan, adhocracy, market, and hierarchical—and their influence on employees’ commitment to the organization. Validity and reliability of the questionnaire were ensured through expert review, pilot testing, and Cronbach’s alpha analysis. Data were analyzed using descriptive statistics, correlation, and multiple regression techniques with SPSS software. Findings reveal that adhocracy culture is the most dominant and has the strongest positive effect on employee commitment, followed by market and clan cultures, while hierarchical culture showed no significant impact. The study concludes that fostering innovative and market-driven cultures enhances employee commitment, offering practical implications for organizational management. Recommendations for improving organizational culture and suggestions for future research are also discussed.en-USOrganizational CultureOrganizational CommitmentClan CultureAdhocracy CultureMarket CultureHierarchical CultureKatia Financial TechnologyThesis