Organizational culture and good governance in the public sector: the case of provincial administration in Thailand

Yosinta, Ourathai (2016). Organizational culture and good governance in the public sector: the case of provincial administration in Thailand. University of Birmingham. Ph.D.

PDF - Accepted Version

Download (3MB)


This research investigated the relationship between organizational culture and public sector performance management. The research was based on a study of the promotion of good governance in the Thai public sector through the implementation of the performance agreement (PA) scheme, using Key Performance Indicators (KPIs). The scheme had faced numerous challenges, perceived to be influenced by organizational culture. It had been assumed that a transformational shift in the organizational culture of the civil service, in the direction of market-based or new public management (NPM) values, was required in order to secure improved performance. The research aimed to explore how organizational culture influences civil service performance and identify other organizational factors that may also influence civil service performance in the provincial administration of Thailand.
The research used a mixed methods approach of questionnaire surveys and semi-structured interviews, based on the Competing Values Framework (CVF). Questionnaire surveys were carried out with 480 civil servants within 16 provinces. Semi-structured interviews – in-depth and focus group – were conducted within four provinces. A distinction was made between the low and high KPI scoring provinces.
The findings of the research suggest that there was no dominant type of culture in the low and high KPI scoring provinces. Instead, a strong culture was found to be important in gaining high KPI scores, supported by participative leadership and appropriate management. Leadership style appeared to influence whether the public services performed to a high level, which seemed to be achieved through a balance between task focussed and people focussed. Therefore, a transformational cultural shift may not be required, but instead more effective leadership and management.

Type of Work: Thesis (Doctorates > Ph.D.)
Award Type: Doctorates > Ph.D.
College/Faculty: Colleges (2008 onwards) > College of Social Sciences
School or Department: Department of International Development
Funders: None/not applicable
Subjects: H Social Sciences > HJ Public Finance
J Political Science > JQ Political institutions Asia
J Political Science > JS Local government Municipal government


Request a Correction Request a Correction
View Item View Item


Downloads per month over past year