Organizations in high-tech manufacturing industries are operating in highly dynamic and competitive conditions where organizational culture has become a key factor in the performance of the employees as well as the success of organizations. Although empirical studies have separately explored the relationship between organizational culture, innovation capacity, manufacturing performance, and employee performance, very few studies have brought these variables together in one comprehensive study. In this simulation-based study, a conceptual model is built and tested through empirical evidence drawn from five authentic studies. The theoretical framework examines the effect of organizational culture, innovation culture, manufacturing performance and efficiency on talent and organizational performance of high-tech manufacturing firms. Data for 320 manufacturing professionals was simulated using statistical parameters of previous empirical studies. The proposed hypotheses were tested through simulated data sets using descriptive statistics, reliability analysis, Pearson correlation, multiple regression and mediation analysis. It is evident from the findings that there is a positive impact of organisational culture on the performance of talents through innovation culture and operational effectiveness. Moreover, the impact of manufacturing performance on organisational performance is very significant. Furthermore, operational effectiveness plays a partial mediating role between organisational culture and employee performance. This study shows that the building of an innovation culture within organisational culture helps in increasing the capacity of employees and achieving competitive advantage. Despite being simulated, the results suggest some practical ways for improving the performance of employees.