Organizational Culture and Sustainability Performance Outcomes: Corporate Governance Moderation Among African Civil Aviation Authorities
DOI:
https://doi.org/10.51137/wrp.ijsbe.381Keywords:
Adhocracy Culture, Clan Culture, Hierarchy Culture, Market Culture, Sustainability Performance, Corporate GovernanceAbstract
This study examines the moderating role of corporate governance in the relationship between organizational culture and sustainability performance within African Civil Aviation Authorities (ACAAs). Despite growing attention to sustainability, limited empirical evidence exists on how governance interacts with cultural orientations to shape sustainability outcomes in the aviation sector. Guided by Institutional Theory, the study adopted a quantitative cross-sectional design and analysed data from 371 managers using Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings reveal that clan, hierarchy, and market cultures significantly enhance sustainability performance, whereas adhocracy shows an insignificant effect. Moreover, corporate governance significantly moderates the effects of adhocracy, clan, and hierarchy cultures on sustainability, but not market culture. These results indicate that governance enhances innovation and accountability in flexible and hierarchical contexts but may constrain collaboration in clan-oriented settings. The study contributes theoretically by integrating governance and culture within aviation sustainability discourse and offers practical insights for policymakers to strengthen governance frameworks that balance flexibility, collaboration, and control for sustainable aviation performance.
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