This study aimed to synthesize and integrate findings from qualitative studies on organizational storytelling to explain its functions, mechanisms of influence, and contextual conditions. The research was conducted using Sandelowski and Barroso’s seven-stage model and Braun and Clarke’s thematic analysis approach. Following a systematic search of domestic and international databases, screening, and quality appraisal, 39 studies published between 2000 and April 2026 were included in the meta-synthesis. To ensure credibility and reliability, strategies such as immersion in the data, expert review, and calculation of Holsti’s coefficient were employed. The findings revealed that the functions of organizational storytelling fall into three main categories: cognitive and sensemaking, emotional and motivational, and social, cultural, and strategic functions. The mechanisms of influence were identified as emotional, social-interactional, and cognitive processes. In addition, the contextual conditions affecting the effectiveness of organizational storytelling were extracted at three levels: organizational and structural conditions, human factors, and environmental and narrative factors. The analytical process organized 55 codes into 25 subthemes and subsequently into 9 main themes. The results indicate that organizational storytelling leads to individual and organizational outcomes through the simultaneous activation of cognitive, emotional, and social processes within an appropriate contextual environment. Accordingly, this study proposes an integrated model for explaining and applying organizational storytelling, which can serve as a foundation for theoretical and practical development in human resource management and organizational behavior.