Organizational Culture and Public Service Motivation in Executive Agencies: Mediating Role of Adhocracy Culture

(Purpose) Public organization/management studies has emphasized the role of organizational culture in terms of organizational innovation and effectiveness. In addition, many studies have been interested the role of public service motivation. However, little studies have not been focused on the relationship between organizational culture and public service motivation(PSM) and mediating role of adhocracy culture in the relationship. This study tries to find the way how to reduce the side effects of market-type reform and how to increase public employee attitudes(public service motivation) by exploring the the relationship and the mediating effect. (Design/mehodology/approach) Using survey data from executive agency (46 agencies) in Korea, this article examines the relationship between four types of culture (clan, adhocracy, market, and hierarchy) and public service motivation (PSM). In particular, the mediating effect of adhocracy is explored based on positive organizational behavior. In this study, the role of organizational culture is explored by applying competing values framework. (Findings) The results of direct and indirect effects present that adhocracy culture fully mediates the impacts of market culture on PSM, whereas it partially mediates the impact of clan and hierarchy culture on PSM. The results also demonstrate that clan and adhocracy culture can improve PSM. (Research implications or Originality) This study contributes to elaborating the relationship between organizational culture and PSM by employing four types of culture from the CVF and considering the possible mediating role of adhocracy culture. The results suggest that scholars and practitioners need to focus on the role of clan and adhocracy culture to eliminate negative effects of NPM reforms and to improve PSM.. Especially, it is important for them to consider about how to cultivate and manage adhocracy culture importantly, when they make policies or practices for the development of employees moral and attitudes.