The global banking sector is progressively recognizing the critical role that employee motivation and organizational culture play in a company's success. The primary causes of this awareness are the transformation of workplace dynamics and the rapid digital revolution. While there has been a significant amount of research conducted on culture and motivation in isolation, there is a dearth of research on the interaction between these elements and the impact it has on overall performance, particularly in the finance sector. This integrative review employs Denison's organizational culture model in conjunction with Self-Determination and Expectancy theories of motivation to integrate findings from over 24 years of empirical research. Research indicates that cultures that emphasize adaptability and engagement enhance intrinsic motivation, which in turn enhances the long-term performance of human capital and operational capabilities. In contrast, an excessive emphasis on mission and consistency may lead to extrinsic motivation, which could accelerate the organization's financial success but compromise its reputation and ethics. The review advocates for "enabling control," a leadership strategy that integrates employee autonomy with value-driven consistency, in order to achieve optimal performance. The report continues by exploring potential future research directions, emphasizing the importance of long-term, multi-level, cross-cultural studies on the changes in digital banking.