Adhocracy Culture as a Driver of Triple Bottom Line Sustainability: Mediating Role of Corporate Governance
Keywords:
adhocracy culture; economic performance sustainability; environmental sustainability performance; social sustainability performance; corporate governance.Abstract
This study examined the impact of adhocracy culture on the economic, environmental, and social sustainability performance of African Civil Aviation Authorities (ACAAs), with corporate governance as a potential mediator, framed within the Triple Bottom Line sustainability paradigm. Employing quantitative, explanatory research design, data were collected from 371 managers across 54 ACAAs using a structured questionnaire. Findings revealed that adhocracy culture significantly and positively influenced all three sustainability dimensions. Corporate governance mediated the relationships between adhocracy culture and environmental and social sustainability but not economic sustainability. The study concludes that while an innovative and flexible culture directly enhances economic outcomes, robust governance structures are essential to translating cultural dynamism into measurable environmental and social gains. Recommendations include fostering adhocracy culture, strengthening governance mechanisms, integrating sustainability into strategy, building leadership capacity, and establishing robust monitoring systems. These findings contribute to the literature by clarifying the interplay between culture, governance, and sustainability in aviation.References
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