From Policy To Praxis: A Comparative-Correlational Study of Strategic Planning and Governance and Organizational Culture in Advancing SDG-Oriented Program Performance in Academic and Local Government Arts Centers in the Philippines

Bryan Neil B. Ladim and Leomar Galicia
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Bryan Neil B. Ladim: University of Perpetual Help System Laguna, Philippines
Leomar Galicia: University of Perpetual Help System Laguna, Philippines

Technium Social Sciences Journal, 2026, vol. 83, issue 1, 88-106

Abstract: This study examined the organizational dynamics driving the “policy-to-praxis” transition of the United Nations’ 2030 Agenda within the cultural sector. Utilizing a comparative-correlational design, the research investigated the interplay between Strategic Planning and Governance (SPG), Organizational Culture (OC), and SDG-Oriented Program Performance (SDG-OPP) at the University of Perpetual Help System Laguna - Center for Culture and Arts (UPHSL CCA) and the Biñan City Centre for Performing Arts (BCPA). Anchored in Resource Dependence Theory and the Competing Values Framework, the study analyzed data from 163 stakeholders using researcher-made instruments validated for high internal consistency. Results revealed that both centers maintain “Very High” levels of strategic planning and governance and organizational culture, though UPHSL CCA significantly outperformed BCPA in governance and SDG-oriented performance due to its structured academic accreditation framework. Correlation analysis identified a very strong positive relationship between all variables, confirming that structural governance provides the essential framework for cultural norms to thrive. Crucially, multiple regression analysis isolated Organizational Culture as the primary significant predictor of sustainability success (B = .723), whereas Strategic Planning and Governance (B = .126) serves as a necessary but non-significant driver. This “Culture-First” hierarchy implied that shared behavioral norms—characterized by involvement and mission alignment—are the “unseen force” that activates institutional mandates into tangible social and environmental impact. The study concluded with a strategic action plan prioritizing cultural transformation and market incubation to bridge the identified “silo effect” in prosperity and livelihoods.

Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:tec:journl:ojs:13611

DOI: 10.47577/tssj.v83i1.13611

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