Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16

Decentralisation in Action: Understanding... | F1000Research "use strict";function _typeof(t){return(_typeof="function"==typeof Symbol&&"symbol"==typeof Symbol.iterator?function(t){return typeof t}:function(t){return t&&"function"==typeof Symbol&&t.constructor===Symbol&&t!==Symbol.prototype?"symbol":typeof t})(t)}!function(){var t=function(){var t,e,o=[],n=window,r=n;for(;r;){try{if(r.frames.__tcfapiLocator){t=r;break}}catch(t){}if(r===n.top)break;r=r.parent}t||(!function t(){var e=n.document,o=!!n.frames.__tcfapiLocator;if(!o)if(e.body){var r=e.createElement("iframe");r.style.cssText="display:none",r.name="__tcfapiLocator",e.body.appendChild(r)}else setTimeout(t,5);return!o}(),n.__tcfapi=function(){for(var t=arguments.length,n=new Array(t),r=0;r 3&&2===parseInt(n[1],10)&&"boolean"==typeof n[3]&&(e=n[3],"function"==typeof n[2]&&n[2]("set",!0)):"ping"===n[0]?"function"==typeof n[2]&&n[2]({gdprApplies:e,cmpLoaded:!1,cmpStatus:"stub"}):o.push(n)},n.addEventListener("message",(function(t){var e="string"==typeof t.data,o={};if(e)try{o=JSON.parse(t.data)}catch(t){}else o=t.data;var n="object"===_typeof(o)&&null!==o?o.__tcfapiCall:null;n&&window.__tcfapi(n.command,n.version,(function(o,r){var a={__tcfapiReturn:{returnValue:o,success:r,callId:n.callId}};t&&t.source&&t.source.postMessage&&t.source.postMessage(e?JSON.stringify(a):a,"*")}),n.parameter)}),!1))};"undefined"!=typeof module?module.exports=t:t()}(); dataLayer = dataLayer || []; // Standard GTM initialization - Google Consent Mode handles consent automatically (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start': new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0], j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src= 'https://www.googletagmanager.com/gtm.js?id='+i+dl+ '>m_auth=hzk0Vc3qFsQYhCrIoHz68A>m_preview=env-1>m_cookies_win=x';f.parentNode.insertBefore(j,f); })(window,document,'script','dataLayer','GTM-MWFK8L5J'); ;window.NREUM||(NREUM={});NREUM.init={distributed_tracing:{enabled:true},privacy:{cookies_enabled:true},ajax:{deny_list:["bam.nr-data.net"]}}; ;NREUM.loader_config={accountID:"438030",trustKey:"438030",agentID:"772317073",licenseKey:"97f8f67f26",applicationID:"772317073"} ;NREUM.info={beacon:"bam.nr-data.net",errorBeacon:"bam.nr-data.net",licenseKey:"97f8f67f26",applicationID:"772317073",sa:1} ;/*! For license information please see nr-loader-spa-1.236.0.min.js.LICENSE.txt */ (()=>{"use strict";var e,t,r={5763:(e,t,r)=>{r.d(t,{P_:()=>l,Mt:()=>g,C5:()=>s,DL:()=>v,OP:()=>T,lF:()=>D,Yu:()=>y,Dg:()=>h,CX:()=>c,GE:()=>b,sU:()=>_});var n=r(8632),i=r(9567);const o={beacon:n.ce.beacon,errorBeacon:n.ce.errorBeacon,licenseKey:void 0,applicationID:void 0,sa:void 0,queueTime:void 0,applicationTime:void 0,ttGuid:void 0,user:void 0,account:void 0,product:void 0,extra:void 0,jsAttributes:{},userAttributes:void 0,atts:void 0,transactionName:void 0,tNamePlain:void 0},a={};function s(e){if(!e)throw new Error("All info objects require an agent identifier!");if(!a[e])throw new Error("Info for ".concat(e," was never set"));return a[e]}function c(e,t){if(!e)throw new Error("All info objects require an agent identifier!");a[e]=(0,i.D)(t,o),(0,n.Qy)(e,a[e],"info")}var u=r(7056);const d=()=>{const e={blockSelector:"[data-nr-block]",maskInputOptions:{password:!0}};return{allow_bfcache:!0,privacy:{cookies_enabled:!0},ajax:{deny_list:void 0,enabled:!0,harvestTimeSeconds:10},distributed_tracing:{enabled:void 0,exclude_newrelic_header:void 0,cors_use_newrelic_header:void 0,cors_use_tracecontext_headers:void 0,allowed_origins:void 0},session:{domain:void 0,expiresMs:u.oD,inactiveMs:u.Hb},ssl:void 0,obfuscate:void 0,jserrors:{enabled:!0,harvestTimeSeconds:10},metrics:{enabled:!0},page_action:{enabled:!0,harvestTimeSeconds:30},page_view_event:{enabled:!0},page_view_timing:{enabled:!0,harvestTimeSeconds:30,long_task:!1},session_trace:{enabled:!0,harvestTimeSeconds:10},harvest:{tooManyRequestsDelay:60},session_replay:{enabled:!1,harvestTimeSeconds:60,sampleRate:.1,errorSampleRate:.1,maskTextSelector:"*",maskAllInputs:!0,get blockClass(){return"nr-block"},get ignoreClass(){return"nr-ignore"},get maskTextClass(){return"nr-mask"},get blockSelector(){return e.blockSelector},set blockSelector(t){e.blockSelector+=",".concat(t)},get maskInputOptions(){return e.maskInputOptions},set maskInputOptions(t){e.maskInputOptions={...t,password:!0}}},spa:{enabled:!0,harvestTimeSeconds:10}}},f={};function l(e){if(!e)throw new Error("All configuration objects require an agent identifier!");if(!f[e])throw new Error("Configuration for ".concat(e," was never set"));return f[e]}function h(e,t){if(!e)throw new Error("All configuration objects require an agent identifier!");f[e]=(0,i.D)(t,d()),(0,n.Qy)(e,f[e],"config")}function g(e,t){if(!e)throw new Error("All configuration objects require an agent identifier!");var r=l(e);if(r){for(var n=t.split("."),i=0;i {r.d(t,{D:()=>i});var n=r(50);function i(e,t){try{if(!e||"object"!=typeof e)return(0,n.Z)("Setting a Configurable requires an object as input");if(!t||"object"!=typeof t)return(0,n.Z)("Setting a Configurable requires a model to set its initial properties");const r=Object.create(Object.getPrototypeOf(t),Object.getOwnPropertyDescriptors(t)),o=0===Object.keys(r).length?e:r;for(let a in o)if(void 0!==e[a])try{"object"==typeof e[a]&&"object"==typeof t[a]?r[a]=i(e[a],t[a]):r[a]=e[a]}catch(e){(0,n.Z)("An error occurred while setting a property of a Configurable",e)}return r}catch(e){(0,n.Z)("An error occured while setting a Configurable",e)}}},6818:(e,t,r)=>{r.d(t,{Re:()=>i,gF:()=>o,q4:()=>n});const n="1.236.0",i="PROD",o="CDN"},385:(e,t,r)=>{r.d(t,{FN:()=>a,IF:()=>u,Nk:()=>f,Tt:()=>s,_A:()=>o,il:()=>n,pL:()=>c,v6:()=>i,w1:()=>d});const n="undefined"!=typeof window&&!!window.document,i="undefined"!=typeof WorkerGlobalScope&&("undefined"!=typeof self&&self instanceof WorkerGlobalScope&&self.navigator instanceof WorkerNavigator||"undefined"!=typeof globalThis&&globalThis instanceof WorkerGlobalScope&&globalThis.navigator instanceof WorkerNavigator),o=n?window:"undefined"!=typeof WorkerGlobalScope&&("undefined"!=typeof self&&self instanceof WorkerGlobalScope&&self||"undefined"!=typeof globalThis&&globalThis instanceof WorkerGlobalScope&&globalThis),a=""+o?.location,s=/iPad|iPhone|iPod/.test(navigator.userAgent),c=s&&"undefined"==typeof SharedWorker,u=(()=>{const e=navigator.userAgent.match(/Firefox[/\s](\d+\.\d+)/);return Array.isArray(e)&&e.length>=2?+e[1]:0})(),d=Boolean(n&&window.document.documentMode),f=!!navigator.sendBeacon},1117:(e,t,r)=>{r.d(t,{w:()=>o});var n=r(50);const i={agentIdentifier:"",ee:void 0};class o{constructor(e){try{if("object"!=typeof e)return(0,n.Z)("shared context requires an object as input");this.sharedContext={},Object.assign(this.sharedContext,i),Object.entries(e).forEach((e=>{let[t,r]=e;Object.keys(i).includes(t)&&(this.sharedContext[t]=r)}))}catch(e){(0,n.Z)("An error occured while setting SharedContext",e)}}}},8e3:(e,t,r)=>{r.d(t,{L:()=>d,R:()=>c});var n=r(2177),i=r(1284),o=r(4322),a=r(3325);const s={};function c(e,t){const r={staged:!1,priority:a.p[t]||0};u(e),s[e].get(t)||s[e].set(t,r)}function u(e){e&&(s[e]||(s[e]=new Map))}function d(){let e=arguments.length>0&&void 0!==arguments[0]?arguments[0]:"",t=arguments.length>1&&void 0!==arguments[1]?arguments[1]:"feature";if(u(e),!e||!s[e].get(t))return a(t);s[e].get(t).staged=!0;const r=[...s[e]];function a(t){const r=e?n.ee.get(e):n.ee,a=o.X.handlers;if(r.backlog&&a){var s=r.backlog[t],c=a[t];if(c){for(var u=0;s&&u {let[t,r]=e;return r.staged}))&&(r.sort(((e,t)=>e[1].priority-t[1].priority)),r.forEach((e=>{let[t]=e;a(t)})))}function f(e,t){var r=e[1];(0,i.D)(t[r],(function(t,r){var n=e[0];if(r[0]===n){var i=r[1],o=e[3],a=e[2];i.apply(o,a)}}))}},2177:(e,t,r)=>{r.d(t,{c:()=>f,ee:()=>u});var n=r(8632),i=r(2210),o=r(1284),a=r(5763),s="nr@context";let c=(0,n.fP)();var u;function d(){}function f(e){return(0,i.X)(e,s,l)}function l(){return new d}function h(){u.aborted=!0,u.backlog={}}c.ee?u=c.ee:(u=function e(t,r){var n={},c={},f={},g=!1;try{g=16===r.length&&(0,a.OP)(r).isolatedBacklog}catch(e){}var p={on:b,addEventListener:b,removeEventListener:y,emit:v,get:x,listeners:w,context:m,buffer:A,abort:h,aborted:!1,isBuffering:E,debugId:r,backlog:g?{}:t&&"object"==typeof t.backlog?t.backlog:{}};return p;function m(e){return e&&e instanceof d?e:e?(0,i.X)(e,s,l):l()}function v(e,r,n,i,o){if(!1!==o&&(o=!0),!u.aborted||i){t&&o&&t.emit(e,r,n);for(var a=m(n),s=w(e),d=s.length,f=0;fn,p:()=>i});var n=r(2177).ee.get("handle");function i(e,t,r,i,o){o?(o.buffer([e],i),o.emit(e,t,r)):(n.buffer([e],i),n.emit(e,t,r))}},4322:(e,t,r)=>{r.d(t,{X:()=>o});var n=r(5546);o.on=a;var i=o.handlers={};function o(e,t,r,o){a(o||n.E,i,e,t,r)}function a(e,t,r,i,o){o||(o="feature"),e||(e=n.E);var a=t[o]=t[o]||{};(a[r]=a[r]||[]).push([e,i])}},3239:(e,t,r)=>{r.d(t,{bP:()=>s,iz:()=>c,m$:()=>a});var n=r(385);let i=!1,o=!1;try{const e={get passive(){return i=!0,!1},get signal(){return o=!0,!1}};n._A.addEventListener("test",null,e),n._A.removeEventListener("test",null,e)}catch(e){}function a(e,t){return i||o?{capture:!!e,passive:i,signal:t}:!!e}function s(e,t){let r=arguments.length>2&&void 0!==arguments[2]&&arguments[2],n=arguments.length>3?arguments[3]:void 0;window.addEventListener(e,t,a(r,n))}function c(e,t){let r=arguments.length>2&&void 0!==arguments[2]&&arguments[2],n=arguments.length>3?arguments[3]:void 0;document.addEventListener(e,t,a(r,n))}},4402:(e,t,r)=>{r.d(t,{Ht:()=>u,M:()=>c,Rl:()=>a,ky:()=>s});var n=r(385);const i="xxxxxxxx-xxxx-4xxx-yxxx-xxxxxxxxxxxx";function o(e,t){return e?15&e[t]:16*Math.random()|0}function a(){const e=n._A?.crypto||n._A?.msCrypto;let t,r=0;return e&&e.getRandomValues&&(t=e.getRandomValues(new Uint8Array(31))),i.split("").map((e=>"x"===e?o(t,++r).toString(16):"y"===e?(3&o()|8).toString(16):e)).join("")}function s(e){const t=n._A?.crypto||n._A?.msCrypto;let r,i=0;t&&t.getRandomValues&&(r=t.getRandomValues(new Uint8Array(31)));const a=[];for(var s=0;s {r.d(t,{Bq:()=>n,Hb:()=>o,oD:()=>i});const n="NRBA",i=144e5,o=18e5},7894:(e,t,r)=>{function n(){return Math.round(performance.now())}r.d(t,{z:()=>n})},7243:(e,t,r)=>{r.d(t,{e:()=>o});var n=r(385),i={};function o(e){if(e in i)return i[e];if(0===(e||"").indexOf("data:"))return{protocol:"data"};let t;var r=n._A?.location,o={};if(n.il)t=document.createElement("a"),t.href=e;else try{t=new URL(e,r.href)}catch(e){return o}o.port=t.port;var a=t.href.split("://");!o.port&&a[1]&&(o.port=a[1].split("/")[0].split("@").pop().split(":")[1]),o.port&&"0"!==o.port||(o.port="https"===a[0]?"443":"80"),o.hostname=t.hostname||r.hostname,o.pathname=t.pathname,o.protocol=a[0],"/"!==o.pathname.charAt(0)&&(o.pathname="/"+o.pathname);var s=!t.protocol||":"===t.protocol||t.protocol===r.protocol,c=t.hostname===r.hostname&&t.port===r.port;return o.sameOrigin=s&&(!t.hostname||c),"/"===o.pathname&&(i[e]=o),o}},50:(e,t,r)=>{function n(e,t){"function"==typeof console.warn&&(console.warn("New Relic: ".concat(e)),t&&console.warn(t))}r.d(t,{Z:()=>n})},2587:(e,t,r)=>{r.d(t,{N:()=>c,T:()=>u});var n=r(2177),i=r(5546),o=r(8e3),a=r(3325);const s={stn:[a.D.sessionTrace],err:[a.D.jserrors,a.D.metrics],ins:[a.D.pageAction],spa:[a.D.spa],sr:[a.D.sessionReplay,a.D.sessionTrace]};function c(e,t){const r=n.ee.get(t);e&&"object"==typeof e&&(Object.entries(e).forEach((e=>{let[t,n]=e;void 0===u[t]&&(s[t]?s[t].forEach((e=>{n?(0,i.p)("feat-"+t,[],void 0,e,r):(0,i.p)("block-"+t,[],void 0,e,r),(0,i.p)("rumresp-"+t,[Boolean(n)],void 0,e,r)})):n&&(0,i.p)("feat-"+t,[],void 0,void 0,r),u[t]=Boolean(n))})),Object.keys(s).forEach((e=>{void 0===u[e]&&(s[e]?.forEach((t=>(0,i.p)("rumresp-"+e,[!1],void 0,t,r))),u[e]=!1)})),(0,o.L)(t,a.D.pageViewEvent))}const u={}},2210:(e,t,r)=>{r.d(t,{X:()=>i});var n=Object.prototype.hasOwnProperty;function i(e,t,r){if(n.call(e,t))return e[t];var i=r();if(Object.defineProperty&&Object.keys)try{return Object.defineProperty(e,t,{value:i,writable:!0,enumerable:!1}),i}catch(e){}return e[t]=i,i}},1284:(e,t,r)=>{r.d(t,{D:()=>n});const n=(e,t)=>Object.entries(e||{}).map((e=>{let[r,n]=e;return t(r,n)}))},4351:(e,t,r)=>{r.d(t,{P:()=>o});var n=r(2177);const i=()=>{const e=new WeakSet;return(t,r)=>{if("object"==typeof r&&null!==r){if(e.has(r))return;e.add(r)}return r}};function o(e){try{return JSON.stringify(e,i())}catch(e){try{n.ee.emit("internal-error",[e])}catch(e){}}}},3960:(e,t,r)=>{r.d(t,{K:()=>a,b:()=>o});var n=r(3239);function i(){return"undefined"==typeof document||"complete"===document.readyState}function o(e,t){if(i())return e();(0,n.bP)("load",e,t)}function a(e){if(i())return e();(0,n.iz)("DOMContentLoaded",e)}},8632:(e,t,r)=>{r.d(t,{EZ:()=>u,Qy:()=>c,ce:()=>o,fP:()=>a,gG:()=>d,mF:()=>s});var n=r(7894),i=r(385);const o={beacon:"bam.nr-data.net",errorBeacon:"bam.nr-data.net"};function a(){return i._A.NREUM||(i._A.NREUM={}),void 0===i._A.newrelic&&(i._A.newrelic=i._A.NREUM),i._A.NREUM}function s(){let e=a();return e.o||(e.o={ST:i._A.setTimeout,SI:i._A.setImmediate,CT:i._A.clearTimeout,XHR:i._A.XMLHttpRequest,REQ:i._A.Request,EV:i._A.Event,PR:i._A.Promise,MO:i._A.MutationObserver,FETCH:i._A.fetch}),e}function c(e,t,r){let i=a();const o=i.initializedAgents||{},s=o[e]||{};return Object.keys(s).length||(s.initializedAt={ms:(0,n.z)(),date:new Date}),i.initializedAgents={...o,[e]:{...s,[r]:t}},i}function u(e,t){a()[e]=t}function d(){return function(){let e=a();const t=e.info||{};e.info={beacon:o.beacon,errorBeacon:o.errorBeacon,...t}}(),function(){let e=a();const t=e.init||{};e.init={...t}}(),s(),function(){let e=a();const t=e.loader_config||{};e.loader_config={...t}}(),a()}},7956:(e,t,r)=>{r.d(t,{N:()=>i});var n=r(3239);function i(e){let t=arguments.length>1&&void 0!==arguments[1]&&arguments[1],r=arguments.length>2?arguments[2]:void 0,i=arguments.length>3?arguments[3]:void 0;return void(0,n.iz)("visibilitychange",(function(){if(t)return void("hidden"==document.visibilityState&&e());e(document.visibilityState)}),r,i)}},1214:(e,t,r)=>{r.d(t,{em:()=>v,u5:()=>N,QU:()=>S,_L:()=>I,Gm:()=>L,Lg:()=>M,gy:()=>U,BV:()=>Q,Kf:()=>ee});var n=r(2177);const i="nr@original";var o=Object.prototype.hasOwnProperty,a=!1;function s(e,t){return e||(e=n.ee),r.inPlace=function(e,t,n,i,o){n||(n="");var a,s,c,u="-"===n.charAt(0);for(c=0;c 2?n-2:0),o=2;o {r(A[T],e,w),r(E[T],e,w)})),r(l._A,"fetch",y),t.on(y+"end",(function(e,r){var n=this;if(r){var i=r.headers.get("content-length");null!==i&&(n.rxSize=i),t.emit(y+"done",[null,r],n)}else t.emit(y+"done",[e],n)})),t}const O={},j=["pushState","replaceState"];function S(e){const t=function(e){return(e||n.ee).get("history")}(e);return!l.il||O[t.debugId]++||(O[t.debugId]=1,s(t).inPlace(window.history,j,"-")),t}var P=r(3239);const C={},R=["appendChild","insertBefore","replaceChild"];function I(e){const t=function(e){return(e||n.ee).get("jsonp")}(e);if(!l.il||C[t.debugId])return t;C[t.debugId]=!0;var r=s(t),i=/[?&](?:callback|cb)=([^&#]+)/,o=/(.*)\.([^.]+)/,a=/^(\w+)(\.|$)(.*)$/;function c(e,t){var r=e.match(a),n=r[1],i=r[3];return i?c(i,t[n]):t[n]}return r.inPlace(Node.prototype,R,"dom-"),t.on("dom-start",(function(e){!function(e){if(!e||"string"!=typeof e.nodeName||"script"!==e.nodeName.toLowerCase())return;if("function"!=typeof e.addEventListener)return;var n=(a=e.src,s=a.match(i),s?s[1]:null);var a,s;if(!n)return;var u=function(e){var t=e.match(o);if(t&&t.length>=3)return{key:t[2],parent:c(t[1],window)};return{key:e,parent:window}}(n);if("function"!=typeof u.parent[u.key])return;var d={};function f(){t.emit("jsonp-end",[],d),e.removeEventListener("load",f,(0,P.m$)(!1)),e.removeEventListener("error",l,(0,P.m$)(!1))}function l(){t.emit("jsonp-error",[],d),t.emit("jsonp-end",[],d),e.removeEventListener("load",f,(0,P.m$)(!1)),e.removeEventListener("error",l,(0,P.m$)(!1))}r.inPlace(u.parent,[u.key],"cb-",d),e.addEventListener("load",f,(0,P.m$)(!1)),e.addEventListener("error",l,(0,P.m$)(!1)),t.emit("new-jsonp",[e.src],d)}(e[0])})),t}var k=r(5763);const H={};function L(e){const t=function(e){return(e||n.ee).get("mutation")}(e);if(!l.il||H[t.debugId])return t;H[t.debugId]=!0;var r=s(t),i=k.Yu.MO;return i&&(window.MutationObserver=function(e){return this instanceof i?new i(r(e,"fn-")):i.apply(this,arguments)},MutationObserver.prototype=i.prototype),t}const z={};function M(e){const t=function(e){return(e||n.ee).get("promise")}(e);if(z[t.debugId])return t;z[t.debugId]=!0;var r=n.c,o=s(t),a=k.Yu.PR;return a&&function(){function e(r){var n=t.context(),i=o(r,"executor-",n,null,!1);const s=Reflect.construct(a,[i],e);return t.context(s).getCtx=function(){return n},s}l._A.Promise=e,Object.defineProperty(e,"name",{value:"Promise"}),e.toString=function(){return a.toString()},Object.setPrototypeOf(e,a),["all","race"].forEach((function(r){const n=a[r];e[r]=function(e){let i=!1;[...e||[]].forEach((e=>{this.resolve(e).then(a("all"===r),a(!1))}));const o=n.apply(this,arguments);return o;function a(e){return function(){t.emit("propagate",[null,!i],o,!1,!1),i=i||!e}}}})),["resolve","reject"].forEach((function(r){const n=a[r];e[r]=function(e){const r=n.apply(this,arguments);return e!==r&&t.emit("propagate",[e,!0],r,!1,!1),r}})),e.prototype=a.prototype;const n=a.prototype.then;a.prototype.then=function(){var e=this,i=r(e);i.promise=e;for(var a=arguments.length,s=new Array(a),c=0;c e())),t};function m(e,t){i.inPlace(t,["onreadystatechange"],"fn-",E)}function b(){var e=this,t=r.context(e);e.readyState>3&&!t.resolved&&(t.resolved=!0,r.emit("xhr-resolved",[],e)),i.inPlace(e,f,"fn-",E)}if(function(e,t){for(var r in e)t[r]=e[r]}(o,p),p.prototype=o.prototype,i.inPlace(p.prototype,J,"-xhr-",E),r.on("send-xhr-start",(function(e,t){m(e,t),function(e){h.push(e),a&&(y?y.then(A):u?u(A):(w=-w,x.data=w))}(t)})),r.on("open-xhr-start",m),a){var y=c&&c.resolve();if(!u&&!c){var w=1,x=document.createTextNode(w);new a(A).observe(x,{characterData:!0})}}else t.on("fn-end",(function(e){e[0]&&e[0].type===d||A()}));function A(){for(var e=0;e {r.d(t,{t:()=>n});const n=r(3325).D.ajax},6660:(e,t,r)=>{r.d(t,{A:()=>i,t:()=>n});const n=r(3325).D.jserrors,i="nr@seenError"},3081:(e,t,r)=>{r.d(t,{gF:()=>o,mY:()=>i,t9:()=>n,vz:()=>s,xS:()=>a});const n=r(3325).D.metrics,i="sm",o="cm",a="storeSupportabilityMetrics",s="storeEventMetrics"},4649:(e,t,r)=>{r.d(t,{t:()=>n});const n=r(3325).D.pageAction},7633:(e,t,r)=>{r.d(t,{Dz:()=>i,OJ:()=>a,qw:()=>o,t9:()=>n});const n=r(3325).D.pageViewEvent,i="firstbyte",o="domcontent",a="windowload"},9251:(e,t,r)=>{r.d(t,{t:()=>n});const n=r(3325).D.pageViewTiming},3614:(e,t,r)=>{r.d(t,{BST_RESOURCE:()=>i,END:()=>s,FEATURE_NAME:()=>n,FN_END:()=>u,FN_START:()=>c,PUSH_STATE:()=>d,RESOURCE:()=>o,START:()=>a});const n=r(3325).D.sessionTrace,i="bstResource",o="resource",a="-start",s="-end",c="fn"+a,u="fn"+s,d="pushState"},7836:(e,t,r)=>{r.d(t,{BODY:()=>A,CB_END:()=>E,CB_START:()=>u,END:()=>x,FEATURE_NAME:()=>i,FETCH:()=>_,FETCH_BODY:()=>v,FETCH_DONE:()=>m,FETCH_START:()=>p,FN_END:()=>c,FN_START:()=>s,INTERACTION:()=>l,INTERACTION_API:()=>d,INTERACTION_EVENTS:()=>o,JSONP_END:()=>b,JSONP_NODE:()=>g,JS_TIME:()=>T,MAX_TIMER_BUDGET:()=>a,REMAINING:()=>f,SPA_NODE:()=>h,START:()=>w,originalSetTimeout:()=>y});var n=r(5763);const i=r(3325).D.spa,o=["click","submit","keypress","keydown","keyup","change"],a=999,s="fn-start",c="fn-end",u="cb-start",d="api-ixn-",f="remaining",l="interaction",h="spaNode",g="jsonpNode",p="fetch-start",m="fetch-done",v="fetch-body-",b="jsonp-end",y=n.Yu.ST,w="-start",x="-end",A="-body",E="cb"+x,T="jsTime",_="fetch"},5938:(e,t,r)=>{r.d(t,{W:()=>o});var n=r(5763),i=r(2177);class o{constructor(e,t,r){this.agentIdentifier=e,this.aggregator=t,this.ee=i.ee.get(e,(0,n.OP)(this.agentIdentifier).isolatedBacklog),this.featureName=r,this.blocked=!1}}},9144:(e,t,r)=>{r.d(t,{j:()=>m});var n=r(3325),i=r(5763),o=r(5546),a=r(2177),s=r(7894),c=r(8e3),u=r(3960),d=r(385),f=r(50),l=r(3081),h=r(8632);function g(){const e=(0,h.gG)();["setErrorHandler","finished","addToTrace","inlineHit","addRelease","addPageAction","setCurrentRouteName","setPageViewName","setCustomAttribute","interaction","noticeError","setUserId"].forEach((t=>{e[t]=function(){for(var r=arguments.length,n=new Array(r),i=0;i 1?r-1:0),i=1;i {e.exposed&&e.api[t]&&o.push(e.api[t](...n))})),o.length>1?o:o[0]}(t,...n)}}))}var p=r(2587);function m(e){let t=arguments.length>1&&void 0!==arguments[1]?arguments[1]:{},m=arguments.length>2?arguments[2]:void 0,v=arguments.length>3?arguments[3]:void 0,{init:b,info:y,loader_config:w,runtime:x={loaderType:m},exposed:A=!0}=t;const E=(0,h.gG)();y||(b=E.init,y=E.info,w=E.loader_config),(0,i.Dg)(e,b||{}),(0,i.GE)(e,w||{}),(0,i.sU)(e,x),y.jsAttributes??={},d.v6&&(y.jsAttributes.isWorker=!0),(0,i.CX)(e,y),g();const T=function(e,t){t||(0,c.R)(e,"api");const h={};var g=a.ee.get(e),p=g.get("tracer"),m="api-",v=m+"ixn-";function b(t,r,n,o){const a=(0,i.C5)(e);return null===r?delete a.jsAttributes[t]:(0,i.CX)(e,{...a,jsAttributes:{...a.jsAttributes,[t]:r}}),x(m,n,!0,o||null===r?"session":void 0)(t,r)}function y(){}["setErrorHandler","finished","addToTrace","inlineHit","addRelease"].forEach((e=>h[e]=x(m,e,!0,"api"))),h.addPageAction=x(m,"addPageAction",!0,n.D.pageAction),h.setCurrentRouteName=x(m,"routeName",!0,n.D.spa),h.setPageViewName=function(t,r){if("string"==typeof t)return"/"!==t.charAt(0)&&(t="/"+t),(0,i.OP)(e).customTransaction=(r||"http://custom.transaction")+t,x(m,"setPageViewName",!0)()},h.setCustomAttribute=function(e,t){let r=arguments.length>2&&void 0!==arguments[2]&&arguments[2];if("string"==typeof e){if(["string","number"].includes(typeof t)||null===t)return b(e,t,"setCustomAttribute",r);(0,f.Z)("Failed to execute setCustomAttribute.\nNon-null value must be a string or number type, but a type of was provided."))}else(0,f.Z)("Failed to execute setCustomAttribute.\nName must be a string type, but a type of was provided."))},h.setUserId=function(e){if("string"==typeof e||null===e)return b("enduser.id",e,"setUserId",!0);(0,f.Z)("Failed to execute setUserId.\nNon-null value must be a string type, but a type of was provided."))},h.interaction=function(){return(new y).get()};var w=y.prototype={createTracer:function(e,t){var r={},i=this,a="function"==typeof t;return(0,o.p)(v+"tracer",[(0,s.z)(),e,r],i,n.D.spa,g),function(){if(p.emit((a?"":"no-")+"fn-start",[(0,s.z)(),i,a],r),a)try{return t.apply(this,arguments)}catch(e){throw p.emit("fn-err",[arguments,this,"string"==typeof e?new Error(e):e],r),e}finally{p.emit("fn-end",[(0,s.z)()],r)}}}};function x(e,t,r,i){return function(){return(0,o.p)(l.xS,["API/"+t+"/called"],void 0,n.D.metrics,g),i&&(0,o.p)(e+t,[(0,s.z)(),...arguments],r?null:this,i,g),r?void 0:this}}function A(){r.e(439).then(r.bind(r,7438)).then((t=>{let{setAPI:r}=t;r(e),(0,c.L)(e,"api")})).catch((()=>(0,f.Z)("Downloading runtime APIs failed...")))}return["actionText","setName","setAttribute","save","ignore","onEnd","getContext","end","get"].forEach((e=>{w[e]=x(v,e,void 0,n.D.spa)})),h.noticeError=function(e,t){"string"==typeof e&&(e=new Error(e)),(0,o.p)(l.xS,["API/noticeError/called"],void 0,n.D.metrics,g),(0,o.p)("err",[e,(0,s.z)(),!1,t],void 0,n.D.jserrors,g)},d.il?(0,u.b)((()=>A()),!0):A(),h}(e,v);return(0,h.Qy)(e,T,"api"),(0,h.Qy)(e,A,"exposed"),(0,h.EZ)("activatedFeatures",p.T),T}},3325:(e,t,r)=>{r.d(t,{D:()=>n,p:()=>i});const n={ajax:"ajax",jserrors:"jserrors",metrics:"metrics",pageAction:"page_action",pageViewEvent:"page_view_event",pageViewTiming:"page_view_timing",sessionReplay:"session_replay",sessionTrace:"session_trace",spa:"spa"},i={[n.pageViewEvent]:1,[n.pageViewTiming]:2,[n.metrics]:3,[n.jserrors]:4,[n.ajax]:5,[n.sessionTrace]:6,[n.pageAction]:7,[n.spa]:8,[n.sessionReplay]:9}}},n={};function i(e){var t=n[e];if(void 0!==t)return t.exports;var o=n[e]={exports:{}};return r[e](o,o.exports,i),o.exports}i.m=r,i.d=(e,t)=>{for(var r in t)i.o(t,r)&&!i.o(e,r)&&Object.defineProperty(e,r,{enumerable:!0,get:t[r]})},i.f={},i.e=e=>Promise.all(Object.keys(i.f).reduce(((t,r)=>(i.f[r](e,t),t)),[])),i.u=e=>(({78:"page_action-aggregate",147:"metrics-aggregate",242:"session-manager",317:"jserrors-aggregate",348:"page_view_timing-aggregate",412:"lazy-feature-loader",439:"async-api",538:"recorder",590:"session_replay-aggregate",675:"compressor",733:"session_trace-aggregate",786:"page_view_event-aggregate",873:"spa-aggregate",898:"ajax-aggregate"}[e]||e)+"."+{78:"ac76d497",147:"3dc53903",148:"1a20d5fe",242:"2a64278a",317:"49e41428",348:"bd6de33a",412:"2f55ce66",439:"30bd804e",538:"1b18459f",590:"cf0efb30",675:"ae9f91a8",733:"83105561",786:"06482edd",860:"03a8b7a5",873:"e6b09d52",898:"998ef92b"}[e]+"-1.236.0.min.js"),i.o=(e,t)=>Object.prototype.hasOwnProperty.call(e,t),e={},t="NRBA:",i.l=(r,n,o,a)=>{if(e[r])e[r].push(n);else{var s,c;if(void 0!==o)for(var u=document.getElementsByTagName("script"),d=0;d {s.onerror=s.onload=null,clearTimeout(h);var i=e[r];if(delete e[r],s.parentNode&&s.parentNode.removeChild(s),i&&i.forEach((e=>e(n))),t)return t(n)},h=setTimeout(l.bind(null,void 0,{type:"timeout",target:s}),12e4);s.onerror=l.bind(null,s.onerror),s.onload=l.bind(null,s.onload),c&&document.head.appendChild(s)}},i.r=e=>{"undefined"!=typeof Symbol&&Symbol.toStringTag&&Object.defineProperty(e,Symbol.toStringTag,{value:"Module"}),Object.defineProperty(e,"__esModule",{value:!0})},i.j=364,i.p="https://js-agent.newrelic.com/",(()=>{var e={364:0,953:0};i.f.j=(t,r)=>{var n=i.o(e,t)?e[t]:void 0;if(0!==n)if(n)r.push(n[2]);else{var o=new Promise(((r,i)=>n=e[t]=[r,i]));r.push(n[2]=o);var a=i.p+i.u(t),s=new Error;i.l(a,(r=>{if(i.o(e,t)&&(0!==(n=e[t])&&(e[t]=void 0),n)){var o=r&&("load"===r.type?"missing":r.type),a=r&&r.target&&r.target.src;s.message="Loading chunk "+t+" failed.\n("+o+": "+a+")",s.name="ChunkLoadError",s.type=o,s.request=a,n[1](s)}}),"chunk-"+t,t)}};var t=(t,r)=>{var n,o,[a,s,c]=r,u=0;if(a.some((t=>0!==e[t]))){for(n in s)i.o(s,n)&&(i.m[n]=s[n]);if(c)c(i)}for(t&&t(r);u {i.r(o);var e=i(3325),t=i(5763);const r=Object.values(e.D);function n(e){const n={};return r.forEach((r=>{n[r]=function(e,r){return!1!==(0,t.Mt)(r,"".concat(e,".enabled"))}(r,e)})),n}var a=i(9144);var s=i(5546),c=i(385),u=i(8e3),d=i(5938),f=i(3960),l=i(50);class h extends d.W{constructor(e,t,r){let n=!(arguments.length>3&&void 0!==arguments[3])||arguments[3];super(e,t,r),this.auto=n,this.abortHandler,this.featAggregate,this.onAggregateImported,n&&(0,u.R)(e,r)}importAggregator(){let e=arguments.length>0&&void 0!==arguments[0]?arguments[0]:{};if(this.featAggregate||!this.auto)return;const r=c.il&&!0===(0,t.Mt)(this.agentIdentifier,"privacy.cookies_enabled");let n;this.onAggregateImported=new Promise((e=>{n=e}));const o=async()=>{let t;try{if(r){const{setupAgentSession:e}=await Promise.all([i.e(860),i.e(242)]).then(i.bind(i,3228));t=e(this.agentIdentifier)}}catch(e){(0,l.Z)("A problem occurred when starting up session manager. This page will not start or extend any session.",e)}try{if(!this.shouldImportAgg(this.featureName,t))return void(0,u.L)(this.agentIdentifier,this.featureName);const{lazyFeatureLoader:r}=await i.e(412).then(i.bind(i,8582)),{Aggregate:o}=await r(this.featureName,"aggregate");this.featAggregate=new o(this.agentIdentifier,this.aggregator,e),n(!0)}catch(e){(0,l.Z)("Downloading and initializing ".concat(this.featureName," failed..."),e),this.abortHandler?.(),n(!1)}};c.il?(0,f.b)((()=>o()),!0):o()}shouldImportAgg(r,n){return r!==e.D.sessionReplay||!1!==(0,t.Mt)(this.agentIdentifier,"session_trace.enabled")&&(!!n?.isNew||!!n?.state.sessionReplay)}}var g=i(7633),p=i(7894);class m extends h{static featureName=g.t9;constructor(r,n){let i=!(arguments.length>2&&void 0!==arguments[2])||arguments[2];if(super(r,n,g.t9,i),("undefined"==typeof PerformanceNavigationTiming||c.Tt)&&"undefined"!=typeof PerformanceTiming){const n=(0,t.OP)(r);n[g.Dz]=Math.max(Date.now()-n.offset,0),(0,f.K)((()=>n[g.qw]=Math.max((0,p.z)()-n[g.Dz],0))),(0,f.b)((()=>{const t=(0,p.z)();n[g.OJ]=Math.max(t-n[g.Dz],0),(0,s.p)("timing",["load",t],void 0,e.D.pageViewTiming,this.ee)}))}this.importAggregator()}}var v=i(1117),b=i(1284);class y extends v.w{constructor(e){super(e),this.aggregatedData={}}store(e,t,r,n,i){var o=this.getBucket(e,t,r,i);return o.metrics=function(e,t){t||(t={count:0});return t.count+=1,(0,b.D)(e,(function(e,r){t[e]=w(r,t[e])})),t}(n,o.metrics),o}merge(e,t,r,n,i){var o=this.getBucket(e,t,n,i);if(o.metrics){var a=o.metrics;a.count+=r.count,(0,b.D)(r,(function(e,t){if("count"!==e){var n=a[e],i=r[e];i&&!i.c?a[e]=w(i.t,n):a[e]=function(e,t){if(!t)return e;t.c||(t=x(t.t));return t.min=Math.min(e.min,t.min),t.max=Math.max(e.max,t.max),t.t+=e.t,t.sos+=e.sos,t.c+=e.c,t}(i,a[e])}}))}else o.metrics=r}storeMetric(e,t,r,n){var i=this.getBucket(e,t,r);return i.stats=w(n,i.stats),i}getBucket(e,t,r,n){this.aggregatedData[e]||(this.aggregatedData[e]={});var i=this.aggregatedData[e][t];return i||(i=this.aggregatedData[e][t]={params:r||{}},n&&(i.custom=n)),i}get(e,t){return t?this.aggregatedData[e]&&this.aggregatedData[e][t]:this.aggregatedData[e]}take(e){for(var t={},r="",n=!1,i=0;i t.max&&(t.max=e),e 2&&void 0!==arguments[2])||arguments[2];super(e,r,j.t,n),c.il&&((0,t.OP)(e).initHidden=Boolean("hidden"===document.visibilityState),(0,N.N)((()=>(0,s.p)("docHidden",[(0,p.z)()],void 0,j.t,this.ee)),!0),(0,O.bP)("pagehide",(()=>(0,s.p)("winPagehide",[(0,p.z)()],void 0,j.t,this.ee))),this.importAggregator())}}var P=i(3081);class C extends h{static featureName=P.t9;constructor(e,t){let r=!(arguments.length>2&&void 0!==arguments[2])||arguments[2];super(e,t,P.t9,r),this.importAggregator()}}var R,I=i(2210),k=i(1214),H=i(2177),L={};try{R=localStorage.getItem("__nr_flags").split(","),console&&"function"==typeof console.log&&(L.console=!0,-1!==R.indexOf("dev")&&(L.dev=!0),-1!==R.indexOf("nr_dev")&&(L.nrDev=!0))}catch(e){}function z(e){try{L.console&&z(e)}catch(e){}}L.nrDev&&H.ee.on("internal-error",(function(e){z(e.stack)})),L.dev&&H.ee.on("fn-err",(function(e,t,r){z(r.stack)})),L.dev&&(z("NR AGENT IN DEVELOPMENT MODE"),z("flags: "+(0,b.D)(L,(function(e,t){return e})).join(", ")));var M=i(6660);class B extends h{static featureName=M.t;constructor(r,n){let i=!(arguments.length>2&&void 0!==arguments[2])||arguments[2];super(r,n,M.t,i),this.skipNext=0;try{this.removeOnAbort=new AbortController}catch(e){}const o=this;o.ee.on("fn-start",(function(e,t,r){o.abortHandler&&(o.skipNext+=1)})),o.ee.on("fn-err",(function(t,r,n){o.abortHandler&&!n[M.A]&&((0,I.X)(n,M.A,(function(){return!0})),this.thrown=!0,(0,s.p)("err",[n,(0,p.z)()],void 0,e.D.jserrors,o.ee))})),o.ee.on("fn-end",(function(){o.abortHandler&&!this.thrown&&o.skipNext>0&&(o.skipNext-=1)})),o.ee.on("internal-error",(function(t){(0,s.p)("ierr",[t,(0,p.z)(),!0],void 0,e.D.jserrors,o.ee)})),this.origOnerror=c._A.onerror,c._A.onerror=this.onerrorHandler.bind(this),c._A.addEventListener("unhandledrejection",(t=>{const r=function(e){let t="Unhandled Promise Rejection: ";if(e instanceof Error)try{return e.message=t+e.message,e}catch(t){return e}if(void 0===e)return new Error(t);try{return new Error(t+(0,D.P)(e))}catch(e){return new Error(t)}}(t.reason);(0,s.p)("err",[r,(0,p.z)(),!1,{unhandledPromiseRejection:1}],void 0,e.D.jserrors,this.ee)}),(0,O.m$)(!1,this.removeOnAbort?.signal)),(0,k.gy)(this.ee),(0,k.BV)(this.ee),(0,k.em)(this.ee),(0,t.OP)(r).xhrWrappable&&(0,k.Kf)(this.ee),this.abortHandler=this.#e,this.importAggregator()}#e(){this.removeOnAbort?.abort(),this.abortHandler=void 0}onerrorHandler(t,r,n,i,o){"function"==typeof this.origOnerror&&this.origOnerror(...arguments);try{this.skipNext?this.skipNext-=1:(0,s.p)("err",[o||new F(t,r,n),(0,p.z)()],void 0,e.D.jserrors,this.ee)}catch(t){try{(0,s.p)("ierr",[t,(0,p.z)(),!0],void 0,e.D.jserrors,this.ee)}catch(e){}}return!1}}function F(e,t,r){this.message=e||"Uncaught error with no additional information",this.sourceURL=t,this.line=r}let U=1;const q="nr@id";function G(e){const t=typeof e;return!e||"object"!==t&&"function"!==t?-1:e===c._A?0:(0,I.X)(e,q,(function(){return U++}))}function V(e){if("string"==typeof e&&e.length)return e.length;if("object"==typeof e){if("undefined"!=typeof ArrayBuffer&&e instanceof ArrayBuffer&&e.byteLength)return e.byteLength;if("undefined"!=typeof Blob&&e instanceof Blob&&e.size)return e.size;if(!("undefined"!=typeof FormData&&e instanceof FormData))try{return(0,D.P)(e).length}catch(e){return}}}var X=i(7243);class W{constructor(e){this.agentIdentifier=e,this.generateTracePayload=this.generateTracePayload.bind(this),this.shouldGenerateTrace=this.shouldGenerateTrace.bind(this)}generateTracePayload(e){if(!this.shouldGenerateTrace(e))return null;var r=(0,t.DL)(this.agentIdentifier);if(!r)return null;var n=(r.accountID||"").toString()||null,i=(r.agentID||"").toString()||null,o=(r.trustKey||"").toString()||null;if(!n||!i)return null;var a=(0,_.M)(),s=(0,_.Ht)(),c=Date.now(),u={spanId:a,traceId:s,timestamp:c};return(e.sameOrigin||this.isAllowedOrigin(e)&&this.useTraceContextHeadersForCors())&&(u.traceContextParentHeader=this.generateTraceContextParentHeader(a,s),u.traceContextStateHeader=this.generateTraceContextStateHeader(a,c,n,i,o)),(e.sameOrigin&&!this.excludeNewrelicHeader()||!e.sameOrigin&&this.isAllowedOrigin(e)&&this.useNewrelicHeaderForCors())&&(u.newrelicHeader=this.generateTraceHeader(a,s,c,n,i,o)),u}generateTraceContextParentHeader(e,t){return"00-"+t+"-"+e+"-01"}generateTraceContextStateHeader(e,t,r,n,i){return i+"@nr=0-1-"+r+"-"+n+"-"+e+"----"+t}generateTraceHeader(e,t,r,n,i,o){if(!("function"==typeof c._A?.btoa))return null;var a={v:[0,1],d:{ty:"Browser",ac:n,ap:i,id:e,tr:t,ti:r}};return o&&n!==o&&(a.d.tk=o),btoa((0,D.P)(a))}shouldGenerateTrace(e){return this.isDtEnabled()&&this.isAllowedOrigin(e)}isAllowedOrigin(e){var r=!1,n={};if((0,t.Mt)(this.agentIdentifier,"distributed_tracing")&&(n=(0,t.P_)(this.agentIdentifier).distributed_tracing),e.sameOrigin)r=!0;else if(n.allowed_origins instanceof Array)for(var i=0;i 2&&void 0!==arguments[2])||arguments[2];super(r,n,Z.t,i),(0,t.OP)(r).xhrWrappable&&(this.dt=new W(r),this.handler=(e,t,r,n)=>(0,s.p)(e,t,r,n,this.ee),(0,k.u5)(this.ee),(0,k.Kf)(this.ee),function(r,n,i,o){function a(e){var t=this;t.totalCbs=0,t.called=0,t.cbTime=0,t.end=E,t.ended=!1,t.xhrGuids={},t.lastSize=null,t.loadCaptureCalled=!1,t.params=this.params||{},t.metrics=this.metrics||{},e.addEventListener("load",(function(r){_(t,e)}),(0,O.m$)(!1)),c.IF||e.addEventListener("progress",(function(e){t.lastSize=e.loaded}),(0,O.m$)(!1))}function s(e){this.params={method:e[0]},T(this,e[1]),this.metrics={}}function u(e,n){var i=(0,t.DL)(r);i.xpid&&this.sameOrigin&&n.setRequestHeader("X-NewRelic-ID",i.xpid);var a=o.generateTracePayload(this.parsedOrigin);if(a){var s=!1;a.newrelicHeader&&(n.setRequestHeader("newrelic",a.newrelicHeader),s=!0),a.traceContextParentHeader&&(n.setRequestHeader("traceparent",a.traceContextParentHeader),a.traceContextStateHeader&&n.setRequestHeader("tracestate",a.traceContextStateHeader),s=!0),s&&(this.dt=a)}}function d(e,t){var r=this.metrics,i=e[0],o=this;if(r&&i){var a=V(i);a&&(r.txSize=a)}this.startTime=(0,p.z)(),this.listener=function(e){try{"abort"!==e.type||o.loadCaptureCalled||(o.params.aborted=!0),("load"!==e.type||o.called===o.totalCbs&&(o.onloadCalled||"function"!=typeof t.onload)&&"function"==typeof o.end)&&o.end(t)}catch(e){try{n.emit("internal-error",[e])}catch(e){}}};for(var s=0;s 1?e[1]=i:e.push(i)}else e[0]&&e[0].headers&&s(e[0].headers,n)&&(this.dt=n);function s(e,t){var r=!1;return t.newrelicHeader&&(e.set("newrelic",t.newrelicHeader),r=!0),t.traceContextParentHeader&&(e.set("traceparent",t.traceContextParentHeader),t.traceContextStateHeader&&e.set("tracestate",t.traceContextStateHeader),r=!0),r}}function x(e,t){this.params={},this.metrics={},this.startTime=(0,p.z)(),this.dt=t,e.length>=1&&(this.target=e[0]),e.length>=2&&(this.opts=e[1]);var r,n=this.opts||{},i=this.target;"string"==typeof i?r=i:"object"==typeof i&&i instanceof Y?r=i.url:c._A?.URL&&"object"==typeof i&&i instanceof URL&&(r=i.href),T(this,r);var o=(""+(i&&i instanceof Y&&i.method||n.method||"GET")).toUpperCase();this.params.method=o,this.txSize=V(n.body)||0}function A(t,r){var n;this.endTime=(0,p.z)(),this.params||(this.params={}),this.params.status=r?r.status:0,"string"==typeof this.rxSize&&this.rxSize.length>0&&(n=+this.rxSize);var o={txSize:this.txSize,rxSize:n,duration:(0,p.z)()-this.startTime};i("xhr",[this.params,o,this.startTime,this.endTime,"fetch"],this,e.D.ajax)}function E(t){var r=this.params,n=this.metrics;if(!this.ended){this.ended=!0;for(var o=0;o 2&&void 0!==arguments[2])||arguments[2];super(e,t,we.t,r),this.importAggregator()}}new class{constructor(e){let t=arguments.length>1&&void 0!==arguments[1]?arguments[1]:(0,_.ky)(16);c._A?(this.agentIdentifier=t,this.sharedAggregator=new y({agentIdentifier:this.agentIdentifier}),this.features={},this.desiredFeatures=new Set(e.features||[]),this.desiredFeatures.add(m),Object.assign(this,(0,a.j)(this.agentIdentifier,e,e.loaderType||"agent")),this.start()):(0,l.Z)("Failed to initial the agent. Could not determine the runtime environment.")}get config(){return{info:(0,t.C5)(this.agentIdentifier),init:(0,t.P_)(this.agentIdentifier),loader_config:(0,t.DL)(this.agentIdentifier),runtime:(0,t.OP)(this.agentIdentifier)}}start(){const t="features";try{const r=n(this.agentIdentifier),i=[...this.desiredFeatures];i.sort(((t,r)=>e.p[t.featureName]-e.p[r.featureName])),i.forEach((t=>{if(r[t.featureName]||t.featureName===e.D.pageViewEvent){const n=function(t){switch(t){case e.D.ajax:return[e.D.jserrors];case e.D.sessionTrace:return[e.D.ajax,e.D.pageViewEvent];case e.D.sessionReplay:return[e.D.sessionTrace];case e.D.pageViewTiming:return[e.D.pageViewEvent];default:return[]}}(t.featureName);n.every((e=>r[e]))||(0,l.Z)("".concat(t.featureName," is enabled but one or more dependent features has been disabled (").concat((0,D.P)(n),"). This may cause unintended consequences or missing data...")),this.features[t.featureName]=new t(this.agentIdentifier,this.sharedAggregator)}})),(0,T.Qy)(this.agentIdentifier,this.features,t)}catch(e){(0,l.Z)("Failed to initialize all enabled instrument classes (agent aborted) -",e);for(const e in this.features)this.features[e].abortHandler?.();const r=(0,T.fP)();return delete r.initializedAgents[this.agentIdentifier]?.api,delete r.initializedAgents[this.agentIdentifier]?.[t],delete this.sharedAggregator,r.ee?.abort(),delete r.ee?.get(this.agentIdentifier),!1}}}({features:[J,m,S,class extends h{static featureName=oe;constructor(t,r){if(super(t,r,oe,!(arguments.length>2&&void 0!==arguments[2])||arguments[2]),!c.il)return;const n=this.ee;let i;(0,k.QU)(n),this.eventsEE=(0,k.em)(n),this.eventsEE.on(se,(function(e,t){this.bstStart=(0,p.z)()})),this.eventsEE.on(ae,(function(t,r){(0,s.p)("bst",[t[0],r,this.bstStart,(0,p.z)()],void 0,e.D.sessionTrace,n)})),n.on(ce+ne,(function(e){this.time=(0,p.z)(),this.startPath=location.pathname+location.hash})),n.on(ce+ie,(function(t){(0,s.p)("bstHist",[location.pathname+location.hash,this.startPath,this.time],void 0,e.D.sessionTrace,n)}));try{i=new PerformanceObserver((t=>{const r=t.getEntries();(0,s.p)(te,[r],void 0,e.D.sessionTrace,n)})),i.observe({type:re,buffered:!0})}catch(e){}this.importAggregator({resourceObserver:i})}},C,xe,B,class extends h{static featureName=de;constructor(e,r){if(super(e,r,de,!(arguments.length>2&&void 0!==arguments[2])||arguments[2]),!c.il)return;if(!(0,t.OP)(e).xhrWrappable)return;try{this.removeOnAbort=new AbortController}catch(e){}let n,i=0;const o=this.ee.get("tracer"),a=(0,k._L)(this.ee),s=(0,k.Lg)(this.ee),u=(0,k.BV)(this.ee),d=(0,k.Kf)(this.ee),f=this.ee.get("events"),l=(0,k.u5)(this.ee),h=(0,k.QU)(this.ee),g=(0,k.Gm)(this.ee);function m(e,t){h.emit("newURL",[""+window.location,t])}function v(){i++,n=window.location.hash,this[ve]=(0,p.z)()}function b(){i--,window.location.hash!==n&&m(0,!0);var e=(0,p.z)();this[pe]=~~this[pe]+e-this[ve],this[ye]=e}function y(e,t){e.on(t,(function(){this[t]=(0,p.z)()}))}this.ee.on(ve,v),s.on(be,v),a.on(be,v),this.ee.on(ye,b),s.on(ge,b),a.on(ge,b),this.ee.buffer([ve,ye,"xhr-resolved"],this.featureName),f.buffer([ve],this.featureName),u.buffer(["setTimeout"+le,"clearTimeout"+fe,ve],this.featureName),d.buffer([ve,"new-xhr","send-xhr"+fe],this.featureName),l.buffer([me+fe,me+"-done",me+he+fe,me+he+le],this.featureName),h.buffer(["newURL"],this.featureName),g.buffer([ve],this.featureName),s.buffer(["propagate",be,ge,"executor-err","resolve"+fe],this.featureName),o.buffer([ve,"no-"+ve],this.featureName),a.buffer(["new-jsonp","cb-start","jsonp-error","jsonp-end"],this.featureName),y(l,me+fe),y(l,me+"-done"),y(a,"new-jsonp"),y(a,"jsonp-end"),y(a,"cb-start"),h.on("pushState-end",m),h.on("replaceState-end",m),window.addEventListener("hashchange",m,(0,O.m$)(!0,this.removeOnAbort?.signal)),window.addEventListener("load",m,(0,O.m$)(!0,this.removeOnAbort?.signal)),window.addEventListener("popstate",(function(){m(0,i>1)}),(0,O.m$)(!0,this.removeOnAbort?.signal)),this.abortHandler=this.#e,this.importAggregator()}#e(){this.removeOnAbort?.abort(),this.abortHandler=void 0}}],loaderType:"spa"})})(),window.NRBA=o})(); window.jQuery || document.write(' ') CKEDITOR_BASEPATH='https://f1000research.com/js/vendor/ckeditor/' window.reactTheme = 'research'; window.MathJax = { CommonHTML: { linebreaks: { automatic: true } }, 'HTML-CSS': { linebreaks: { automatic: true } }, SVG: { linebreaks: { automatic: true } }, AuthorInit: function() { MathJax.Hub.Register.MessageHook('End Process', function () { let timeout = false; // holder for timeout id const delay = 250; // delay after event is "complete" to run callback const reflowMath = function() { const dispFormulas = document.querySelectorAll('.disp-formula.panel'); if (!dispFormulas) { return; } for (const dispFormula of dispFormulas) { const child = dispFormula.querySelector('.MathJax_Preview').nextSibling.firstChild; const isMultiline = MathJax.Hub.getAllJax(dispFormula)[0].root.isMultiline; if (dispFormula.offsetWidth < child.offsetWidth || isMultiline) { MathJax.Hub.Queue(['Rerender', MathJax.Hub, dispFormula]); } } }; window.addEventListener('resize', function() { clearTimeout(timeout); // clear the timeout timeout = setTimeout(reflowMath, delay); // start timing for event "completion" }); }); }, }; if (window.location.hash == '#_=_'){ window.location = window.location.href.split('#')[0] } !function(f,b,e,v,n,t,s){if(f.fbq)return;n=f.fbq=function() {n.callMethod? n.callMethod.apply(n,arguments):n.queue.push(arguments)} ;if(!f._fbq)f._fbq=n; n.push=n;n.loaded=!0;n.version='2.0';n.queue=[];t=b.createElement(e);t.async=!0; t.src=v;s=b.getElementsByTagName(e)[0];s.parentNode.insertBefore(t,s)}(window, document,'script','https://connect.facebook.net/en_US/fbevents.js'); fbq('init', '1641728616063202'); fbq('track', "PixelInitialized", {}); (function(h,o,t,j,a,r){ h.hj=h.hj||function(){(h.hj.q=h.hj.q||[]).push(arguments)}; h._hjSettings={hjid:2318163,hjsv:6}; a=o.getElementsByTagName('head')[0]; r=o.createElement('script');r.async=1; r.src=t+h._hjSettings.hjid+j+h._hjSettings.hjsv; a.appendChild(r); })(window,document,'https://static.hotjar.com/c/hotjar-','.js?sv='); search file_upload Submit your research search menu close search Browse Gateways & Collections How to Publish Submit your Research My Submissions Article Guidelines Article Guidelines (New Versions) Open Data, Software and Code Guidelines Open Data and Accessible Source Materials Guidelines (HSS) Open Data, Software and Code Guidelines (PSE) Prepublication Checks Production Process Posters and Slides Guidelines Document Guidelines Article Processing Charges Peer Review Finding Article Reviewers About How it Works For Reviewers Our Advisors Policies Glossary FAQs For Developers Newsroom Contact My Research Submissions Content and Tracking Alerts My Details Sign In file_upload Submit your research { "@context": "https://schema.org", "@type": "ScholarlyArticle", "mainEntityOfPage": { "@type": "WebPage", "@id": "https://f1000research.com/articles/14-1243" }, "headline": "Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments...", "datePublished": "2025-11-13T11:36:40", "dateModified": "2025-11-13T11:36:40", "author": [ { "@type": "Person", "name": "Aisha Asiimwe" }, { "@type": "Person", "name": "Tom Ongesa Nyamboga" }, { "@type": "Person", "name": "Asuma Nchanga Cornellius" } ], "publisher": { "@type": "Organization", "name": "F1000Research", "logo": { "@type": "ImageObject", "url": "https://f1000research.com/img/AMP/F1000Research_image.png", "height": 480, "width": 60 } }, "image": { "@type": "ImageObject", "url": "https://f1000research.com/img/AMP/F1000Research_image.png", "height": 1200, "width": 150 }, "description": "In this narrative review, we examine the role of organisational culture in shaping employee performance within local governments, addressing a critical gap in synthesised evidence connecting cultural elements to practical performance outcomes across diverse contexts. We focus on how leadership practices, change management, performance management, communication patterns, and employee engagement, within an organisational culture framework, collectively influence institutional capacity and foster inclusive, transparent, and accountable governance aligned with Sustainable Development Goal 16. Anchored in Schein’s Organisational Culture Theory, we conducted a narrative review of peer-reviewed articles, government reports, and case studies published between 2015 and 2025. We searched multidisciplinary databases including Scopus, Web of Science, and Google Scholar, using predefined inclusion and exclusion criteria to select high-quality studies relevant to organisational culture and performance in local government contexts. Data were analysed thematically to identify patterns and relationships among the key variables influencing performance outcomes. Our findings show that ethical and participatory leadership cultivates trust and alignment with institutional objectives, adaptive change management promotes responsiveness to technological and policy reforms, and data-driven performance management strengthens goal attainment and continuous improvement. We also found that inclusive communication patterns foster transparency and collaboration, while meaningful employee engagement drives motivation, equity, and professional growth. By integrating these elements, we establish a clear link between cultural practices and tangible governance outcomes, offering actionable insights for policymakers, institutional leaders, and stakeholders seeking to enhance local government performance. We contribute to the body of knowledge by providing a consolidated evidence base that informs strategies to strengthen institutional culture, advance accountability, and promote inclusive, effective, and sustainable public service delivery, supporting both theoretical understanding and practical interventions in local government contexts." } { "@context": "http://schema.org", "@type": "BreadcrumbList", "itemListElement": [ { "@type": "ListItem", "position": "1", "item": { "@id": "https://f1000research.com/", "name": "Home" } }, { "@type": "ListItem", "position": "2", "item": { "@id": "https://f1000research.com/browse/articles", "name": "Browse" } }, { "@type": "ListItem", "position": "3", "item": { "@id": "https://f1000research.com/articles/14-1243/v1", "name": "Decentralisation in Action: Understanding Organisational Culture and..." } } ] } Home Browse Decentralisation in Action: Understanding Organisational Culture and... ALL Metrics - Views Downloads Get PDF Get XML Cite How to cite this article Asiimwe A, Nyamboga TO and Cornellius AN. Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.12688/f1000research.172472.1 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. Close Copy Citation Details Export Export Citation Sciwheel EndNote Ref. Manager Bibtex ProCite Sente EXPORT Select a format first Track Share ▬ ✚ Review Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] Aisha Asiimwe https://orcid.org/0000-0002-2273-1811 1 , Tom Ongesa Nyamboga 1 , Asuma Nchanga Cornellius 1 Aisha Asiimwe https://orcid.org/0000-0002-2273-1811 1 , Tom Ongesa Nyamboga 1 , Asuma Nchanga Cornellius 1 PUBLISHED 13 Nov 2025 Author details Author details 1 Public Administration, Kampala International University - Western Campus, Bushenyi, Western Region, Uganda Aisha Asiimwe Roles: Writing – Original Draft Preparation Tom Ongesa Nyamboga Roles: Supervision Asuma Nchanga Cornellius Roles: Supervision OPEN PEER REVIEW DETAILS REVIEWER STATUS Abstract In this narrative review, we examine the role of organisational culture in shaping employee performance within local governments, addressing a critical gap in synthesised evidence connecting cultural elements to practical performance outcomes across diverse contexts. We focus on how leadership practices, change management, performance management, communication patterns, and employee engagement, within an organisational culture framework, collectively influence institutional capacity and foster inclusive, transparent, and accountable governance aligned with Sustainable Development Goal 16. Anchored in Schein’s Organisational Culture Theory, we conducted a narrative review of peer-reviewed articles, government reports, and case studies published between 2015 and 2025. We searched multidisciplinary databases including Scopus, Web of Science, and Google Scholar, using predefined inclusion and exclusion criteria to select high-quality studies relevant to organisational culture and performance in local government contexts. Data were analysed thematically to identify patterns and relationships among the key variables influencing performance outcomes. Our findings show that ethical and participatory leadership cultivates trust and alignment with institutional objectives, adaptive change management promotes responsiveness to technological and policy reforms, and data-driven performance management strengthens goal attainment and continuous improvement. We also found that inclusive communication patterns foster transparency and collaboration, while meaningful employee engagement drives motivation, equity, and professional growth. By integrating these elements, we establish a clear link between cultural practices and tangible governance outcomes, offering actionable insights for policymakers, institutional leaders, and stakeholders seeking to enhance local government performance. We contribute to the body of knowledge by providing a consolidated evidence base that informs strategies to strengthen institutional culture, advance accountability, and promote inclusive, effective, and sustainable public service delivery, supporting both theoretical understanding and practical interventions in local government contexts. READ ALL READ LESS Keywords Employee Performance, Local Government, Organization Culture, Organization agility, Sustainable Development Goal 16 Corresponding Author(s) Aisha Asiimwe ( [email protected] ) Close Corresponding author: Aisha Asiimwe Competing interests: No competing interests were disclosed. Grant information: The author(s) declared that no grants were involved in supporting this work. Copyright: © 2025 Asiimwe A et al . This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. How to cite: Asiimwe A, Nyamboga TO and Cornellius AN. Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.12688/f1000research.172472.1 ) First published: 13 Nov 2025, 14 :1243 ( https://doi.org/10.12688/f1000research.172472.1 ) Latest published: 13 Nov 2025, 14 :1243 ( https://doi.org/10.12688/f1000research.172472.1 ) Introduction Organization culture plays a pivotal role in shaping organisational outcomes, particularly in the public sector where efficiency, transparency, and accountability are essential for effective governance ( Manginte, 2024 ). In local government institutions, organization culture encompasses the shared values, beliefs, and everyday practices that influence employee behaviour and affect the quality of public service delivery ( Rachman, 2024 ). When this culture is clearly defined and positively reinforced, it contributes to employee commitment, enhances job satisfaction, and improves overall organisational performance ( Christopher & Edwinah, 2022 ). These internal dynamics are instrumental in ensuring that public institutions function in a way that meets the expectations of the communities they serve ( Rachman, 2024 ). This aligns closely with the objectives of SDG 16, which advocates for the development of peaceful, inclusive, and just societies through the establishment of accountable and transparent institutions ( Wrange, 2022 ). By reinforcing ethical leadership, inclusive participation, and responsive management, a strong organization culture enables local governments to uphold public trust and deliver equitable services, thereby contributing meaningfully to sustainable development outcomes ( Githui & Njuru, 2024 ). Employee performance in local government refers to how effectively public service workers carry out their duties to deliver efficient, responsive, and high-quality services that meet community needs ( Sibonde & Dassah, 2021 ). It encompasses dimensions such as productivity, accountability, and the ability to respond to citizens’ concerns, which are critical for fostering trust in public institutions ( Agu et al., 2024 ). Local government, as the closest administrative layer to citizens, plays a vital role in implementing policies, providing essential services, and ensuring governance at the grassroots level. Its capacity to perform well directly influences social stability and development outcomes ( Brezzi et al., 2021 ). SDG 16 aims to promote peaceful, just, and inclusive societies by strengthening institutions, improving transparency, and ensuring access to justice. Achieving this goal depends heavily on the performance of local governments and their employees, who must operate within a supportive corporate culture that reinforces shared values such as accountability, transparency, and ethical service delivery ( Monaco, 2024 ). When local governments cultivate such cultures, they enhance employee motivation and commitment, which in turn improves institutional effectiveness and citizen satisfaction ( Makatita et al., 2024 ). This dynamic accelerates progress toward SDG 16 by building stronger, more accountable, and inclusive institutions capable of sustaining peace and justice at all levels ( Bahri et al., 2021 ; Tahirs et al., 2023 ). In advanced economies, employee performance in local government is increasingly shaped by internal cultural factors such as leadership, change management, performance measurement, and employee engagement ( Abdullahi et al., 2021 ). For example, in the United Kingdom, local councils such as Northamptonshire have faced leadership failures marked by poor financial governance and lack of transparency, which led to diminished trust and reduced staff morale ( Dom, 2024 ; Jones, 2023 ). Efforts to implement change management often meet resistance due to entrenched bureaucratic practices, making adaptation to reforms slow and ineffective ( Dom, 2024 ; MacLeavy, 2024 ). In many U.S. cities, including Detroit, rigid administrative structures and outdated performance measurement systems limit the ability to assess and improve service outcomes ( Maher et al., 2025 ). Even when technological tools are available, employee engagement suffers when communication is top-down and workers feel excluded from decision-making processes ( Moss, 2025 ; Borges-Tiago et al., 2025 ). In emerging countries, these cultural factors present different but interconnected challenges ( Omweri, 2024 ). In Nigeria, local government leaders often lack the autonomy or capacity to implement effective change management, resulting in persistent inefficiencies ( Amakiri & Arugu, 2025 ; Emmanuel et al., 2025 ). Weak performance measurement frameworks mean that employees are rarely held accountable or rewarded based on clear standards, reducing motivation and encouraging complacency ( Afolabi, 2023 ). In Kenya, while devolution has expanded service delivery responsibilities, many local governments still struggle with building a culture of employee engagement ( Muwonge et al., 2022 ; Ali et al., 2021 ). Staff often face unclear expectations, limited feedback, and a lack of involvement in institutional planning, leading to poor alignment between individual roles and broader organisational goals ( Onyango, 2025 ; Ongere and Muchemi, 2024 ). The persistence of cultural challenges affecting employee performance in both developed and developing countries highlights the need for a deeper understanding of internal organisational dynamics. While external factors such as financial capacity and political conditions continue to influence the functioning of local government institutions, internal cultural dimensions often exert a more direct impact on staff behaviour, motivation, and service delivery. Elements such as leadership practices, approaches to managing change, communication patterns, performance management systems, and employee engagement play a crucial role in shaping how effectively employees respond to institutional objectives and public expectations. This study seeks to fill these gaps by systematically exploring how organization culture influences employee performance in local governments, providing practical insights that can enhance organisational effectiveness and support the achievement of Sustainable Development Goal 16. Prior studies on employee performance and organization culture within local government settings have largely focused on either external influence, such as political environments and resource availability ( Abane et al., 2022 ; Zacharias et al., 2021 ), or on isolated internal factors like leadership or communication practices. While these investigations have provided valuable insights into specific components affecting public sector efficiency, they often lack a comprehensive, integrated analysis of how the multifaceted dimensions of organization culture collectively influence employee motivation, behaviour, and service delivery outcomes. Moreover, much of the existing research tends to be limited to single-country contexts or specific regions, which restricts the generalizability of findings across diverse governance environments. Although there is growing recognition of the importance of internal factors, existing studies have not sufficiently explored how these elements interact to impact employee performance across varying local government settings. In particular, a noticeable theoretical gap exists, as few studies have systematically examined the relationship between organization culture and employee performance through the lens of Organisational Culture Theory. This gap hampers the ability of policymakers and administrators to design and implement culturally informed reforms that can effectively improve service outcomes. By adopting a multicontext approach and grounding the analysis in Organisational Culture Theory, this review aims to fill these critical gaps, offering a holistic understanding of how internal cultural dynamics shape employee performance within local governments. Such an approach provides a stronger foundation for developing targeted strategies that enhance institutional accountability and contribute to the achievement of Sustainable Development Goal 16. This review aims to address the existing gap by critically synthesizing how organization corporate culture influences employee effectiveness within local government institutions. It examines key elements such as leadership practices, change management approaches, communication practices, performance evaluation systems, and employee engagement, highlighting their combined impact on organisational performance. Using Organisational Culture Theory as a guiding framework, the review integrates findings from diverse contexts to provide a comprehensive understanding of how cultural dimensions shape employee behaviour and service delivery outcomes. By offering practical insights into fostering corporate cultures that promote efficiency, transparency, and responsiveness, the review emphasizes the crucial role of culturally informed reforms in strengthening public trust, enhancing institutional accountability, and advancing the targets of Sustainable Development Goal 16, which seeks to build peaceful, inclusive, and effective institutions. The review will be based on the following objectives: • To critically examine how organization cultural practices influence employee performance in local government institutions across developed and developing countries. • To identify and analyse the key drivers that enhance or support a positive organization culture contributing to improved employee effectiveness and service delivery. • To explore the major barriers within local government settings that hinder the development of a performance-oriented organiztion culture. • To assess the extent to which organization culture in local government aligns with SDG16, particularly in promoting transparency, accountability, and institutional effectiveness. • To provide evidence-based policy recommendations for reforming organisational practices that strengthen employee motivation, innovation, and service responsiveness in local government institutions. Materials and methods Data collection methods This narrative review employed a systematic approach to collect secondary data from reliable academic and policy sources. Peer-reviewed journal articles, government reports, institutional white papers, and case studies were accessed from databases such as Scopus, Web of Science, PubMed, Google Scholar, and institutional repositories. Data collection focused on studies published between 2015 and 2025 to ensure the inclusion of contemporary developments and innovations in public administration, particularly in local government settings. The selection prioritised empirical studies, theoretical analyses, and policy evaluations that addressed the five central themes: leadership practices, change management, performance management, communication patterns, and employee engagement. Search keywords Keywords and Boolean operators were used to enhance the specificity and comprehensiveness of the search. Primary search terms included “local government performance management,” “employee engagement in public sector,” “leadership practices and governance,” “change management in local governance,” “communication patterns in public administration,” “institutional capacity,” “inclusive governance,” and “SDG 16 implementation.” Synonyms and related terms were incorporated to capture variations in terminology such as “municipal governance,” “public service effectiveness,” “participatory governance,” and “digital governance tools.” Inclusion criteria The inclusion criteria ensured the relevance and quality of the data sources. Studies were included if they: • Were published between 2015 and 2025. • Focused on local government or municipal governance contexts. • Discussed at least one of the five themes central to this review. • Were published in English. • Provided empirical evidence, theoretical insights, or documented policy interventions. Exclusion criteria Exclusion criteria filtered out studies that lacked relevance or credibility. These included: • Publications before 2015. • Studies focusing on non-governmental or private sector organisations. • Opinion pieces, editorials, or sources without empirical or theoretical support. • Articles not available in full text. Data analysis A qualitative thematic analysis was conducted to synthesise the findings. Data from selected studies were coded according to the five themes, and patterns, trends, and best practices were identified. Comparative analysis highlighted successful interventions, contextual variations, and alignment with Sustainable Development Goal 16. This approach enabled a structured understanding of how organisational culture shapes employee behaviour and institutional performance. Evaluation process Each selected study underwent a rigorous evaluation for credibility, relevance, and methodological soundness. The evaluation considered the publication source, study design, sample size, data collection rigor, and analytical transparency. Findings were cross-verified with multiple sources to enhance reliability and minimise bias. Theoretical framework Organisational Culture Theory, as proposed by Schein (2017) , provides a robust framework for understanding how deeply embedded cultural elements within institutions influence employee behaviour and performance ( Akpa et al., 2021 ) as shown in Figure 1 . The theory conceptualises organisational culture at three interrelated levels: visible artefacts, espoused values, and underlying assumptions. Artefacts, including observable practices, structures, and technology, reflect the tangible manifestations of organisational culture. Espoused values represent the declared principles, norms, and strategies that guide institutional actions, while underlying assumptions encompass the unconscious beliefs and perceptions that shape how employees interpret responsibilities, relate to colleagues, and align their actions with organisational goals and identity ( Williams, 2022 ; Nanayakkara & Wilkinson, 2021 ; Makumbe & Washaya, 2022 ). In the local government context, these layers collectively form the cultural environment that conditions employee behaviour and institutional effectiveness ( Abane et al., 2022 ). Figure 1. Theoretical framework. In applying this theory to local government, our review focuses on five central cultural practices: leadership, change management, performance management, communication patterns, and employee engagement. Leadership practices operate at both the artefact and value levels, establishing ethical standards and strategic direction, which foster trust, accountability, and alignment with institutional goals ( Okanda et al., 2021 ). Change management reflects the capacity of institutions to adapt to reforms, technological innovations, and evolving citizen expectations, with cultures that encourage adaptability and collaborative problem-solving enabling responsive service delivery ( Chychun et al., 2023 ; Kaur et al., 2025 ). Performance management, informed by data-driven tools and outcome-oriented goals, strengthens institutional accountability and continuous improvement, embedding high-performance norms within the organisational culture ( D’Brot & Brandt, 2024 ; Mulyana et al., 2021 ). Communication patterns, particularly when inclusive and transparent, facilitate information sharing and interdepartmental coordination, supporting responsiveness and integrated service delivery ( Jeleel-Ojuade, 2024 ). Employee engagement represents the internalisation of cultural values at the individual level, where motivation, empowerment, and participation in decision-making translate into increased commitment and performance ( Jain et al., 2021 ; Wang et al., 2024 ). We observe that through the lens of Schein’s framework, these five interrelated cultural practices demonstrate that employee performance in local government is shaped less by external resources or individual capabilities and more by the internal cultural environment that guides behaviour, decision-making, and institutional responsiveness ( Ortega & Acero, 2025 ; Rumbi & Christian, 2021 ). Strengthening these practices aligns with the principles of SDG16, promoting transparent, accountable, and effective governance ( Amil, 2024 , December). Consequently, the theory provides a systematic basis for understanding how leadership, adaptive change, robust performance management, inclusive communication, and active employee engagement collectively enhance local government performance, improve service delivery, and support sustainable development outcomes across diverse institutional contexts ( Atisa et al., 2021 ). Literature review We provide a detailed review of literature on how leadership practices, change management, performance management, communication patterns and employee engagement affect employee performance in diverse settings in line with the attainment of SDG16. In our discussion we incorporate examples form different cultures to mirror a global perspective. Leadership practices for achieving accountable and ethical governance In the modern governance landscape, leadership in local government increasingly demands adaptability, digital proficiency, inclusivity, and a strong emphasis on ethical conduct ( Djatmiko et al., 2025 ; Fannur et al., 2023 ). These evolving expectations have reshaped how leaders manage institutions, with a growing focus on fostering transparency, responsiveness, and accountability in alignment with SDG 16, which calls for effective, inclusive, and just institutions ( Thelma & Chitondo, 2024 ; Meuleman, 2021 ). Transformational and inclusive leadership styles have proven essential in promoting transparency and integrity ( Assefa and Mujtaba, 2025 ). These leadership approaches empower teams, embrace diversity, and encourage innovation in service delivery ( Haq et al., 2024 ; Moloi, 2022 ). In Helsinki, Finland, the city administration has institutionalised co-creation models that bring citizens into policy-making processes ( Asare, 2021 ). These inclusive efforts have deepened civic trust and enhanced policy relevance ( Leino & Puumala, 2021 ; Anttiroiko & Sahamies, 2022 , June; Kurkela et al., 2024 ). In South Africa’s eThekwini Municipality, a shift towards inclusive leadership has helped address historical governance issues by emphasising transparency and ethical leadership, leading to noticeable improvements in service delivery and public satisfaction ( Mpontshane & Holtzhausen, 2024 ; Manqele, 2021 ). Such models contribute directly to institutional effectiveness as envisioned in SDG 16.6. Transparent and participatory decision-making has gained prominence through digital innovation ( Hosseini et al., 2025 ). Platforms like Barcelona’s Decidim enable residents to shape budgetary and urban planning decisions. By institutionalising public participation, the city has strengthened citizen trust and increased accountability ( Cardullo et al., 2023 ). In Surabaya, Indonesia, similar tools allow community members to take part in municipal budgeting, promoting local ownership and reducing elite capture ( Susilo, 2023 ). These cases reflect how digital participation tools can open up policy-making spaces, fulfilling the aims of SDG 16.10 by increasing public access to information and participatory rights. Digital accountability structures further enable real-time monitoring and institutional openness ( Bhanye & Shayamunda, 2025 ). In Kenya, the Makueni County government has developed dashboards that track financial expenditures and public projects. These platforms provide accessible data to the public, reducing opportunities for mismanagement and boosting administrative integrity ( Maluki et al., 2025 : Muya, 2021 ). Likewise, cities in the United Kingdom have adopted performance-tracking systems that make local governance more transparent and citizen-oriented ( Saikia, 2025 ; Bhatnagar et al., 2017 ). These examples illustrate how digital mechanisms reinforce trust in local government by holding institutions publicly accountable, a key feature of SDG 16.6. A strategic vision aligned with the public good has become a defining trait of 21st-century local leadership ( Bryson et al., 2021 ). In Seoul, South Korea, the “Sharing City” framework integrates technology and social equity by targeting marginalised populations and promoting inclusive development. This model demonstrates a commitment to responsive governance, aligning leadership with societal well-being ( Gupta & Ahuja, 2024 ; Cheong et al., 2022 ). In Bogotá, Colombia, local leadership has centred urban safety, gender equity, and accessibility in its strategic goals, ensuring that service delivery is just and inclusive ( Cheshmehzangi et al., 2025 ). These visions affirm the relevance of SDG 16.7, which calls for decision-making that responds to and reflects the needs of all. In our review, we believe that leadership practices that incorporate accountability, inclusivity, digital tools, and strategic foresight have become essential levers for institutional success in a variety of contexts, both in developed and developing nations. By bolstering the legitimacy, responsiveness, and efficacy of local government institutions, these strategies not only improve internal governance structures but also directly aid in achieving Sustainable Development Goal 16. Change management for resilient and responsive institutions In the twenty-first century, local governments operate in highly dynamic environments shaped by rapid technological advancement, climate challenges, global health crises, and shifting public expectations ( Kandpal et al., 2024 ). Managing continuous change has therefore become a critical function of public institutions, requiring approaches that are not only agile but also inclusive and sustainable ( Abdulrahman & Dweiri, 2025 ). Effective change management directly supports SDG 16 by fostering institutions that are resilient, adaptable, and responsive to the communities they serve ( Sharma, 2024 ). Institutional readiness for smart reform plays a foundational role in enabling change ( AlMalki & Durugbo, 2024 ). Flexible governance structures are essential for integrating innovation and responding effectively to shifting priorities ( Andriyani et al., 2024 ). In Estonia, the government’s e-governance model exemplifies institutional readiness. By embracing digital platforms across departments, Estonia has fostered efficiency and real-time decision-making, even during global disruptions such as the COVID-19 pandemic ( Lillemets, 2023 ; Espinosa, & Pino, 2025 ). In Rwanda, reforms in local government have adopted decentralised governance models, allowing districts to quickly reallocate resources based on citizen needs ( Bob & Kebede, 2025 ; Semina, & Bachir, 2024 ). These initiatives illustrate how adaptive frameworks strengthen institutional performance, aligning closely with SDG 16.6 by promoting responsive and effective systems. Capacity building for change adaptation is equally important for institutional resilience. As technology reshapes service delivery, public servants must continually update their digital competencies ( Evenseth et al., 2022 ). Singapore’s Civil Service College has embedded lifelong learning programmes focused on digital literacy and data analytics, enabling staff to lead transformation initiatives effectively ( Lim et al., 2024 ). In Kenya, the Kenya School of Government has launched targeted capacity-building courses that train county officials in change leadership and digital innovation ( Nyonje & Kidombo, 2024 ). These efforts contribute to SDG 16.a by strengthening institutions through sustained investment in human capital. Transparent communication during reform processes is a critical enabler of inclusive change. Local governments that provide timely and clear communication build trust and reduce resistance ( Lim et al., 2025 ). In Helsinki, digital collaboration platforms such as Kerrokantasi allow citizens and employees to participate in reform discussions, fostering inclusiveness and understanding ( Keinonen, 2025 ). Similarly, Medellín, Colombia, has institutionalised participatory planning and feedback loops that keep staff and citizens informed during changes in service delivery models ( Smith et al., 2023 ). These approaches demonstrate the importance of transparency and collective engagement, in line with the inclusive decision-making goals of SDG 16.7. Support systems for equitable transitions ensure that no employee is left behind during organisational change ( Nuraini, 2024 ). Psychological support, coaching, and tailored training enable staff to adjust positively to new demands ( Christina & Nathan, 2024 ). In Canada, municipal governments in cities like Toronto offer employee wellness and resilience programmes during restructuring efforts to help manage uncertainty and stress ( MacNeil et al., 2023 ). In South Africa, the City of Cape Town incorporates equity-based support during digital transitions by providing accessible training to under-resourced departments ( Shabalala & Campbell, 2023 ). These systems promote inclusivity and fairness in public sector reforms, advancing the targets of SDG 16.b by fostering non-discriminatory and equitable participation in institutional transformation. Performance management for inclusive and effective service delivery In contemporary governance, local governments are increasingly adopting performance management frameworks that emphasise outcomes, transparency, and citizen impact ( Schoeman & Chakwizira, 2023 ). These systems are shifting away from rigid bureaucratic checklists toward dynamic, data-driven mechanisms that assess both individual and institutional effectiveness ( Giest et al., 2025 ). Such reforms support the realisation of Sustainable Development Goal 16 by reinforcing transparency, inclusiveness, and responsiveness in public institutions. Aligning employee performance targets with broader developmental goals ensures that public sector efforts contribute meaningfully to national and global priorities ( Githui & Njuru, 2024 ). In South Korea, local governments integrate SDG into their annual planning and appraisal systems, thereby linking individual staff contributions to outcomes such as environmental sustainability and social equity ( Koh et al., 2021 ; Park & Park, 2024 ). Similarly, municipalities in Finland align workforce objectives with citizen-centred service delivery outcomes, strengthening the relevance and impact of employee performance ( Chandralingam, 2024 ). These practices directly reinforce SDG 16.6 by promoting effective, accountable, and transparent institutions. Digital monitoring and evaluation tools are transforming how performance is tracked and assessed ( Faisal, 2021 , April). Platforms like Kenya’s Huduma Performance Management System use dashboards and mobile feedback channels to monitor service delivery at the local level, offering real-time data to identify gaps and promote responsiveness ( SECRETARIAT, 2021 ; Osundwa, 2024 ). In Estonia, digital governance systems provide automated service audits and cross-departmental analytics that increase operational transparency ( Espinosa & Pino, 2025 ). These systems contribute to SDG 16.10 by enhancing public access to performance data and ensuring accountability in government processes. Embedding continuous feedback and ethical performance appraisals supports a culture of learning, trust, and fairness ( Tarigan et al., 2023 ). With advancements in artificial intelligence, some public institutions are experimenting with bias-mitigated appraisal systems that ensure objectivity and consistency ( Kheya et al., 2024 ). For example, Dubai’s Smart Employee Appraisal system integrates behavioural data and team input to reduce subjective bias in performance reviews ( Bu Ghooma, 2024 ). In Sweden, municipal councils emphasise participatory appraisals that involve both peer and supervisor feedback, encouraging ethical behaviour and reinforcing institutional values. These approaches uphold SDG 16.3 by fostering just and equitable systems within local governance. Innovative reward and recognition mechanisms help to sustain motivation, especially in contexts with limited fiscal resources ( Batanova, 2024 ). Non-financial platforms such as Nigeria’s Public Service Innovation Challenge promote public recognition of integrity-driven employees, highlighting success stories across various localities ( Suleiman, 2024 ). In Canada, inclusive recognition practices, like peer-nominated service excellence awards, have proven effective in building morale and reinforcing a culture of merit and public service ethos ( Rundle, 2022 ). It is our informed opinion that such strategies align with SDG 16.7 by promoting inclusive participation and equitable recognition within institutional structures. Communication patterns for inclusive and transparent governance Modern public administration increasingly relies on inclusive and technologically enabled communication systems to build trust, support accountability, and improve service outcomes ( Suleiman, 2024 ). In local government settings, communication is no longer limited to formal memos or hierarchical directives ( Whetsell et al., 2021 ); instead, it encompasses multi-directional, real-time engagement that empowers employees and citizens alike ( Pareek et al., 2025 ). This shift aligns with Sustainable Development Goal 16, which promotes responsive, inclusive, participatory, and transparent institutions. Equitable and timely information sharing is a fundamental aspect of effective governance ( Singh et al., 2025 ). By leveraging artificial intelligence, mobile platforms, and cloud-based systems, local governments can ensure that all staff and stakeholders, including those in remote or marginalised communities, receive critical updates and decisions ( Poudel, 2024 ). In Rwanda, the IremboGov platform delivers real-time government service announcements via SMS and apps, ensuring even rural citizens stay informed ( Sangwa & Mutabazi, 2025 ). Similarly, Singapore’s OneService app enables municipal departments to coordinate and broadcast timely updates on public services and disruptions, enhancing operational clarity and public confidence ( MILLER, 2022 ; Perdana & Mokhtar, 2024 ). These initiatives contribute directly to SDG 16.10 by facilitating access to information and fostering a culture of openness. A hybrid and inclusive communication infrastructure is essential for promoting participation across diverse groups ( Hincapie & Costa, 2024 ). Municipalities in the Philippines use both digital town halls and in-person baranggay forums to reach urban and rural constituents ( Sulasula, 2024 ). In Canada, municipalities incorporate multilingual platforms and accessibility tools to engage Indigenous and immigrant communities in local decision-making ( Rao, 2025 ). These practices reflect a commitment to inclusiveness, supporting SDG 16.b by addressing the needs of underrepresented voices in governance. An open feedback culture institutionalises trust and encourages learning across all levels of the organisation ( Farnese et al., 2022 ). Mechanisms such as anonymous digital suggestion boxes, AI-powered sentiment analysis, and regular pulse surveys allow employees and citizens to express opinions without fear of retribution ( Selvakumar et al., 2025 ). Estonia’s government e-platforms invite public commentary on pending local policies ( Khutkyy, 2019 , September), while participatory budgeting initiatives in Brazil’s Porto Alegre use mobile polling to collect citizen priorities ( Blinova, 2017 , June; PEREIRA & RODER FIGUEIRA, 2022 , September). These approaches enhance SDG 16.7 by fostering participatory and representative decision-making. Cross-functional collaboration platforms support coordinated service delivery by facilitating knowledge exchange and joint planning ( Li et al., 2022 ). In Denmark, local governments utilise the cloud system to integrate planning, budgeting, and citizen service units, improving coherence and response times ( Bodum et al., 2025 ). Kenya’s digital county dashboards allow health, finance, and agriculture departments to synchronise initiatives and share data, leading to more efficient interventions ( Otundo Richard, 2024 ). These collaborative tools support SDG 16.6 by improving effectiveness and institutional coordination. Employee engagement for strengthened institutional capacity In the evolving landscape of 21st-century governance, employee engagement is increasingly recognised as a strategic lever for enhancing institutional effectiveness, transparency, and resilience ( Al Ghunaimi & bin Kassim, 2024 ). Public institutions face mounting pressure to deliver citizen-centred services while navigating challenges such as resource constraints, digital transformation, and social inequalities ( Baimenov & Liverakos, 2025 ). In this context, fostering a motivated, empowered, and purpose-driven workforce becomes essential to realising Sustainable Development Goal 16, which emphasises inclusive, accountable, and effective institutions. Job satisfaction rooted in social impact strengthens employees’ sense of purpose and their alignment with public service values ( Crucke et al., 2022 ). When roles are designed to contribute meaningfully to community well-being and offer flexibility, employees tend to exhibit higher levels of motivation and service quality ( Boyd & Nowell, 2023 ). In Finland, local government staff report greater satisfaction when engaged in co-creating social services tailored to vulnerable populations ( Boyd & Nowell, 2023 ; Fox et al., 2021 ). Similarly, Uruguay’s civil service reforms have emphasised purpose-driven job design, resulting in increased staff retention and improved citizen feedback ( Mazzucato, 2022 ), reflecting tangible progress toward SDG 16.6. Participatory governance that includes staff input in decision-making enhances ownership and institutional responsiveness ( Lenhart & Fox, 2022 ). By using digital platforms to involve employees in shaping operational policies or identifying service bottlenecks, institutions foster a culture of inclusion ( Othman & Al Mutawaa, 2024 ). In South Korea, municipal governments employ online staff forums to crowdsource innovations in waste management and e-governance ( Kim & Kim, 2021 ). In South Africa, the use of collaborative planning tools in municipal budgeting processes encourages frontline workers to contribute their insights ( Matlala, 2024 ), thereby advancing SDG 16.7. Motivation driven by public trust and ethical recognition reinforces staff dedication to integrity and accountability ( Mutuma, 2024 ). Transparent systems of appreciation that avoid political patronage and reward ethical conduct build public confidence and internal morale ( Adeniji et al., 2025 ). In Canada, public service excellence awards honour employees based on community nominations and impact evaluations ( Tong & Li, 2022 ). Rwanda’s Imihigo performance contracts, tied to national development priorities, publicly recognise outstanding district teams, motivating ethical behaviour and institutional loyalty aligned with SDG 16.5 ( Murasi, 2021 ). Equitable professional development ensures that all staff have access to continuous learning and advancement opportunities ( Sharma & Angadi, 2024 ). E-training platforms, virtual mentoring, and blended learning methods are essential for reaching employees in dispersed or under-resourced areas ( Sandy et al., 2024 ). In Kenya, the Local Government Training Institute offers digital courses in public finance and service ethics to both junior and senior staff ( Nyonje & Kidombo, 2024 ), while Norway uses AI-enabled career tracking to personalise development paths ( Butt, 2024 ). These interventions promote equity and capacity-building in line with SDG 16.a. Discussion of literature review findings In this section, we critically analyze the literature review to identify similar findings, contradictions, existing gaps and areas requiring further research as shown in Table 1 . We examine how previous studies align or diverge in their conclusions about organization culture and employee performance in local government. By conducting a comparative evaluation, the section highlights recurring themes, explains variations across different governance contexts, and identifies unresolved issues and relevant policy interventions. Our analysis lay the foundation for justifying the relevance of the current study and the need for a more integrated, context-sensitive understanding of how internal culture influences institutional outcomes. Table 1. Key themes, practices, and SDG alignment in strengthening local governance. Theme Main Focus Key Practices/Mechanisms Examples/Context SDG Alignment Leadership Practices for Accountable and Ethical Governance Promoting transparency, inclusivity, and ethical conduct in leadership Transformational and inclusive leadership, co-creation, strategic vision, digital accountability Helsinki (Finland), eThekwini (South Africa), Seoul (South Korea), Bogotá (Colombia), Makueni County (Kenya) SDG 16.6, 16.7, 16.10 Change Management for Resilient and Responsive Institutions Adapting to dynamic environments and institutional shocks Institutional readiness, capacity building, transparent communication, equity-centred support Estonia, Rwanda, Singapore, Kenya, Canada, South Africa SDG 16.6, 16.7, 16.a, 16.b Performance Management for Inclusive and Effective Service Delivery Enhancing outcomes, accountability, and citizen impact Outcome-oriented appraisals, digital monitoring, continuous feedback, ethical recognition, reward systems South Korea, Finland, Kenya, Estonia, Dubai, Sweden, Nigeria, Canada SDG 16.3, 16.6, 16.7, 16.10 Communication Patterns for Inclusive and Transparent Governance Building trust and participation through equitable communication Multi-directional, real-time communication, hybrid platforms, AI-enabled feedback, cross-functional collaboration Rwanda, Singapore, Philippines, Canada, Estonia, Brazil, Denmark, Kenya SDG 16.6, 16.7, 16.10, 16.b Employee Engagement for Strengthened Institutional Capacity Enhancing motivation, accountability, and institutional effectiveness Purpose-driven job design, participatory governance, ethical recognition, equitable professional development Finland, Uruguay, South Korea, South Africa, Canada, Rwanda, Kenya, Norway SDG 16.5, 16.6, 16.7, 16.a Leadership practices for achieving accountable and ethical governance The reviewed literature demonstrates a strong consensus on the pivotal role of inclusive and transformational leadership in enhancing accountability, transparency, and employee engagement within local government. Studies consistently show that leadership approaches grounded in empowerment foster innovation, ethical practice, and improved service delivery outcomes, particularly when reinforced by participatory governance and digital mechanisms ( Assefa and Mujtaba, 2025 ; Haq et al., 2024 ; Moloi, 2022 ). Empirical evidence from Finland, South Korea, and South Africa highlights that strategic visions prioritising inclusivity and equity build institutional legitimacy and strengthen citizen trust ( Asare, 2021 ; Cheong et al., 2022 ; Mpontshane & Holtzhausen, 2024 ). Digital platforms, such as Barcelona’s Decidim and Makueni County’s expenditure dashboards, further enable public access to decision-making processes, enhancing institutional responsiveness and fostering a culture of accountability ( Cardullo et al., 2023 ; Bhanye & Shayamunda, 2025 ; Maluki et al., 2025 ). Nevertheless, the literature reveals contradictions regarding the extent to which digital and participatory reforms yield tangible service improvements. While some contexts report clear performance gains, others primarily experience perceptual benefits without demonstrable behavioural or institutional transformation ( Susilo, 2023 ; Lim et al., 2025 ). Limitations in the literature include an over-reliance on single-case studies and concentration in high-capacity urban contexts, which restricts comparative analysis across diverse governance environments ( Meuleman, 2021 ; Thelma & Chitondo, 2024 ). Additional unresolved issues relate to the long-term sustainability of digital systems, risks of exclusion from e-participation, and the influence of political economy dynamics on reform outcomes ( Cardullo et al., 2023 ; Muya, 2021 ; Susilo, 2023 ). These gaps underscore the need for comparative, longitudinal research, independent evaluations, and policy designs that integrate digital inclusion, ethical safeguards, and iterative learning processes ( Hosseini et al., 2025 ; Bhanye & Shayamunda, 2025 ; Maluki et al., 2025 ). Organisational culture emerges as a critical mediator connecting leadership practices to employee performance. Transformational and inclusive leadership fosters trust, empowerment, and accountability, which are reinforced through participatory decision-making and digital transparency tools ( Assefa and Mujtaba, 2025 ; Haq et al., 2024 ; Bhanye & Shayamunda, 2025 ). Evidence from eThekwini and Helsinki indicates that alignment of strategic vision with citizen needs motivates employees, enhances service quality, and strengthens institutional legitimacy ( Asare, 2021 ; Mpontshane & Holtzhausen, 2024 ). However, the translation of cultural change into measurable performance outcomes varies; high-capacity contexts often demonstrate tangible improvements, whereas low-resource environments report primarily symbolic or legitimacy-focused gains ( Cardullo et al., 2023 ; Susilo, 2023 ; Lim et al., 2025 ). Contextual factors, including decentralisation frameworks, resource availability, and middle-management roles, account for these variations ( Manqele, 2021 ; Shabalala & Campbell, 2023 ; Nyonje & Kidombo, 2024 ). Persistent gaps include limited longitudinal evidence on performance metrics, insufficient attention to middle-management influence, and risks such as metric manipulation or staff fatigue in highly transparent systems ( Evenseth et al., 2022 ; Nuraini, 2024 ; Christina & Nathan, 2024 ). Policy-oriented recommendations emphasise integrating accountability mechanisms with adequate capacity support, investing in leadership development at all organisational levels, co-designing participatory platforms, and institutionalising feedback loops to safeguard against adverse outcomes while reinforcing inclusivity and alignment with performance objectives ( Lim et al., 2024 ; MacNeil et al., 2023 ; Sharma, 2024 ). These insights collectively highlight the interplay between leadership, organisational culture, and digital participation as central determinants of employee performance and effective governance in local government contexts. Change management for resilient and responsive institutions The assembled literature demonstrates convergence on four interrelated pillars that underpin resilient and responsive local institutions: institutional readiness for reform, continuous capacity building, transparent communication, and equity-centred support systems ( AlMalki & Durugbo, 2024 ; Evenseth et al., 2022 ; Nuraini, 2024 ). Evidence from multiple contexts shows that readiness, expressed through flexible governance arrangements and integrated digital platforms, enables institutions to adapt quickly to external shocks and disruptions ( Lillemets, 2023 ; Espinosa & Pino, 2025 ; Andriyani et al., 2024 ). Research on capacity building highlights the importance of lifelong learning and targeted training as necessary conditions for public servants to master new technologies and lead change effectively ( Lim et al., 2024 ; Nyonje & Kidombo, 2024 ; Evenseth et al., 2022 ). The literature further points to the central role of transparent communication and participatory platforms in reducing resistance and reinforcing legitimacy during reform processes ( Lim et al., 2025 ; Keinonen, 2025 ; Smith et al., 2023 ). Practical experiences drawn from diverse cases also underline how equity-centred support, including coaching, psychological services, and tailored training, strengthens staff well-being and sustains organisational cohesion during periods of transformation ( Christina & Nathan, 2024 ; MacNeil et al., 2023 ; Shabalala & Campbell, 2023 ). Despite these points of convergence, methodological limitations and substantive contradictions remain. Much of the existing work is descriptive and case-based, generating valuable process insights but leaving causal mechanisms insufficiently tested ( AlMalki & Durugbo, 2024 ; Espinosa & Pino, 2025 ). The emphasis on high-capacity cases such as Estonia and Singapore creates a knowledge base that may not be directly transferable to lower-capacity or politically fragile contexts ( Lillemets, 2023 ; Lim et al., 2024 ; Bob & Kebede, 2025 ). Gaps also persist regarding the long-term sustainability and maintenance of digital platforms, the risks of digital exclusion for participatory legitimacy, and the political economy conditions that determine whether reforms succeed or stall ( Andriyani et al., 2024 ; Nyonje & Kidombo, 2024 ; Semina & Bachir, 2024 ). Measurement challenges recur across the literature, with many studies relying on adoption rates or stakeholder perceptions rather than longitudinal or objective indicators of institutional performance and durability ( Evenseth et al., 2022 ; Lim et al., 2025 ). Addressing these shortcomings calls for longitudinal and comparative research that can unpack causal mechanisms and test reform instruments across contrasting settings. Comparing reforms in high-capacity contexts such as Estonia with decentralised governance models in Rwanda would help to determine which design features are context-specific and which are transferable ( Lillemets, 2023 ; Bob & Kebede, 2025 ). Research should also measure the distributional effects of digital reform, particularly for marginalised groups, and assess the governance and financial arrangements required for long-term sustainability ( Andriyani et al., 2024 ; Semina & Bachir, 2024 ). Policy experimentation supported by iterative pilots, embedded evaluation, and transparent feedback loops would allow governments to build an evidence base while limiting the risks of large-scale failures ( Sharma, 2024 ; Lim et al., 2025 ). Priorities identified by the literature include investing in digital inclusion and staff development, institutionalising participation and transparency standards, resourcing employee support systems during transitions, and embedding independent evaluation mechanisms to monitor institutional outcomes ( Nyonje & Kidombo, 2024 ; Christina & Nathan, 2024 ; MacNeil et al., 2023 ). The reviewed studies also converge on the idea that organisational culture is a decisive factor linking reform initiatives to employee performance. Leadership practices and institutional design shape cultural norms, which in turn influence staff competence, accountability, and service orientation. Programmes that promote continuous learning and transparent communication help to build a culture of responsiveness and public service, as demonstrated in Singapore and Estonia, where employees gained confidence and improved capacity to deliver services when reforms aligned training, technology, and leadership ( Lim et al., 2024 ; Lillemets, 2023 ). In contrast, studies from Kenya and South Africa reveal that training without adequate institutional support and equitable access to resources generates limited performance outcomes ( Nyonje & Kidombo, 2024 ; Shabalala & Campbell, 2023 ). Divergences in findings often reflect differences in reform design and contextual moderators. Some accounts report measurable improvements in service responsiveness and operational metrics when training is paired with process redesign and accountability frameworks ( MacNeil et al., 2023 ; Espinosa & Pino, 2025 ). Others point to gains in perceptions of inclusiveness, trust, or morale without clear evidence of improved service quality or throughput ( Lim et al., 2025 ; Smith et al., 2023 ). Contextual factors such as institutional capacity, administrative legacies, labour relations, and decentralisation modalities appear to explain why identical reform models generate varied results in Tallinn, Kigali, or Cape Town ( Shabalala & Campbell, 2023 ; Bob & Kebede, 2025 ; Lillemets, 2023 ). Persistent gaps in the literature relate to the measurement of employee performance, which is rarely captured through longitudinal administrative data or rigorous experimental designs ( Evenseth et al., 2022 ). The role of middle managers in bridging strategic intent with frontline practice remains underexplored, despite evidence that these actors are critical to sustaining reforms over time ( Nyonje & Kidombo, 2024 ). Negative or unintended effects of reform, such as stress induced by increased transparency, metric manipulation, or inequities arising from uneven digitalisation, also lack systematic investigation ( Nuraini, 2024 ; Christina & Nathan, 2024 ). Policy interventions supported by current evidence include aligning performance measurement with investments in staff development to ensure transparency is paired with support rather than surveillance ( Lim et al., 2024 ; MacNeil et al., 2023 ). Strengthening the role of middle managers through leadership development and devolved authority would improve the translation of strategic reforms into operational outcomes ( Nyonje & Kidombo, 2024 ). Safeguards such as accessible training, psychosocial support, and phased roll-outs reduce the risks of marginalisation and help preserve equity within institutions undergoing change ( Shabalala & Campbell, 2023 ; Nuraini, 2024 ). Embedding routine evaluation and transparent feedback mechanisms would allow local governments to detect challenges early and adjust reforms dynamically ( Sharma, 2024 ; Lim et al., 2025 ). This literature provides a coherent blueprint for strengthening local institutions through readiness, skill development, transparent communication, and equity-based supports. Advancing this knowledge requires stronger causal evidence, cross-contextual comparisons, and robust measurement of both employee outcomes and service performance. Pursuing this research agenda will generate more reliable insights for policy-makers seeking to design local governments that are both resilient and genuinely responsive to citizens’ needs ( Kandpal et al., 2024 ; Sharma, 2024 ; Lim et al., 2025 ). Performance management for inclusive and effective service delivery The literature on performance management for inclusive and effective service delivery highlights a clear shift in local governance towards outcome-oriented, transparent, and citizen-centred frameworks. Several studies converge on the argument that aligning employee performance with broader developmental priorities strengthens both institutional effectiveness and public trust ( Schoeman & Chakwizira, 2023 ; Giest et al., 2025 ; Githui & Njuru, 2024 ). Experiences from South Korea and Finland illustrate how performance targets linked to SDG outcomes not only reinforce institutional accountability but also situate individual contributions within a larger developmental narrative, thereby increasing staff ownership and citizen impact ( Koh et al., 2021 ; Park & Park, 2024 ; Chandralingam, 2024 ). These cases collectively demonstrate that aligning individual objectives with systemic goals enhances relevance and accountability, supporting SDG 16.6. A recurring theme across the studies is the transformative potential of digital monitoring and evaluation systems. Kenya’s Huduma dashboards and Estonia’s automated audits exemplify how real-time data and cross-departmental analytics enable responsive decision-making and enhance transparency ( SECRETARIAT, 2021 ; Espinosa & Pino, 2025 ; Osundwa, 2024 ). These findings suggest that digital systems not only improve efficiency but also broaden citizen access to government performance information, aligning with SDG 16.10. Yet, while these tools show promise in high-capacity environments, evidence on their sustainability in resource-constrained or digitally excluded contexts remains limited ( Faisal, 2021 ). This gap points to the need for further research into digital equity and long-term maintenance models. The literature also highlights the role of feedback and ethical appraisal mechanisms in embedding fairness and trust within organisational culture. AI-supported systems in Dubai and participatory feedback models in Sweden illustrate two distinct approaches: technology-driven objectivity and socially embedded inclusivity ( Bu Ghooma, 2024 ; Kheya et al., 2024 ). Both approaches emphasise fairness and accountability, contributing to SDG 16.3, but variations in their application reveal contextual sensitivities. While AI may reduce bias, questions of data privacy and algorithmic transparency remain underexplored. Similarly, participatory appraisals depend heavily on cultural acceptance of peer evaluation, raising concerns about replicability across diverse governance contexts ( Tarigan et al., 2023 ). Reward and recognition systems emerge as critical levers for sustaining motivation in environments where financial incentives are constrained. Nigeria’s integrity-driven recognition platforms and Canada’s peer-nominated awards highlight the value of inclusive, non-financial recognition in reinforcing public service ethos and equity in acknowledgement ( Batanova, 2024 ; Suleiman, 2024 ; Rundle, 2022 ). These mechanisms align with SDG 16.7 by ensuring inclusive participation in performance recognition and embedding fairness within institutional culture. Nevertheless, evidence on their long-term motivational effects, especially in politically unstable or under-resourced local governments, remains sparse. Across these strands, a number of unresolved issues persist. The literature is rich in descriptive case studies but lacks longitudinal, comparative analyses that test causal impacts of performance management reforms across different governance contexts. There is insufficient examination of how digital innovations interact with institutional culture and employee behaviour over time, and limited evaluation of equity implications for digitally excluded populations. Similarly, while ethical and participatory appraisal mechanisms are widely celebrated, there is little systematic evidence on their effectiveness in improving actual service delivery outcomes rather than simply staff perceptions. A critical policy agenda emerging from these findings includes embedding equity safeguards into digital performance systems, developing hybrid appraisal models that combine technological objectivity with participatory inclusiveness, and institutionalising recognition frameworks that emphasise merit and integrity. By aligning staff incentives with citizen impact, investing in inclusive monitoring mechanisms, and addressing gaps in digital equity, governments can strengthen the responsiveness, fairness, and accountability of local institutions in line with the aspirations of SDG 16. Communication patterns for inclusive and transparent governance The reviewed literature demonstrates convergence on the role of inclusive and technologically enabled communication in enhancing accountability, transparency, and participation within local government. Studies consistently highlight the capacity of digital platforms such as Rwanda’s IremboGov and Singapore’s OneService app to deliver timely information and strengthen citizen trust ( Sangwa & Mutabazi, 2025 ; MILLER, 2022 ; Perdana & Mokhtar, 2024 ). Similarly, hybrid systems that combine digital and face-to-face communication, as seen in the Philippines and Canada, affirm the value of tailoring communication to diverse constituencies, thereby addressing equity and inclusiveness in governance ( Sulasula, 2024 ; Rao, 2025 ). Research also converges on the importance of feedback mechanisms, including Estonia’s e-platforms and participatory budgeting in Brazil, which institutionalise transparency and inclusivity by ensuring that decision-making reflects public priorities ( Khutkyy, 2019 ; PEREIRA & RODER FIGUEIRA, 2022 ; Blinova, 2017 ). Cross-functional collaboration further reinforces these benefits by integrating diverse departments for more coherent and effective governance outcomes ( Bodum et al., 2025 ; Otundo Richard, 2024 ). These findings collectively affirm that inclusive communication structures directly reinforce SDG 16.6, 16.7, 16.10, and 16.b by embedding participation, access, and accountability into public administration practices. Despite these areas of convergence, contradictions and gaps remain. While digital systems expand reach, concerns persist about the exclusion of digitally marginalised populations, particularly in rural or resource-constrained areas ( Poudel, 2024 ; Singh et al., 2025 ). Case studies from technologically advanced settings such as Singapore and Estonia report robust citizen engagement, yet findings from contexts with weaker digital infrastructure suggest more limited impacts, raising questions about scalability across diverse governance environments ( MILLER, 2022 ; Khutkyy, 2019 ). Variations also emerge in how feedback mechanisms influence governance outcomes—while some settings demonstrate tangible service improvements, others reveal more symbolic participation without significant policy change ( Selvakumar et al., 2025 ; Farnese et al., 2022 ). Gaps include the lack of longitudinal analysis on how communication innovations affect institutional culture, limited exploration of risks such as misinformation and bias in AI-driven systems, and inadequate comparative research across Global North and South contexts ( Hincapie & Costa, 2024 ; Pareek et al., 2025 ). These gaps point to the need for further studies that examine how inclusive communication patterns can be sustained, scaled, and safeguarded against unintended consequences while maintaining inclusiveness. Organisational culture and employee performance are also shaped significantly by communication patterns in local government. Transparent, participatory, and multi-directional communication fosters cultures of trust, inclusivity, and collaboration, which in turn motivate employees to align their efforts with institutional goals ( Whetsell et al., 2021 ; Farnese et al., 2022 ; Selvakumar et al., 2025 ). Evidence from contexts such as Canada and Finland indicates that when communication systems embrace diversity and inclusiveness, employees experience greater empowerment and accountability, leading to improved performance outcomes ( Rao, 2025 ; Chandralingam, 2024 ). Conversely, findings diverge in low-resource settings, where digital divides or weak institutional feedback loops may constrain performance gains despite the adoption of communication platforms ( Poudel, 2024 ; Singh et al., 2025 ). Recurring themes point to inclusivity, real-time responsiveness, and collaborative cultures as enablers of high performance, but unresolved issues include how to balance transparency with workload pressures, avoid participation fatigue, and ensure that digital innovations translate into substantive cultural and performance outcomes. Policy interventions emerging from the literature include investments in digital equity, hybrid participation strategies, culturally sensitive communication platforms, and the institutionalisation of feedback loops that connect communication with concrete policy and performance improvements ( Bodum et al., 2025 ; Otundo Richard, 2024 ; Sulasula, 2024 ). Employee engagement for strengthened institutional capacity The literature consistently highlights employee engagement as a central mechanism for strengthening institutional capacity, enhancing service quality, and fostering accountability in local government. Studies converge on the importance of purpose-driven job design, participatory governance, ethical recognition, and equitable professional development as key drivers of engagement ( Crucke et al., 2022 ; Al Ghunaimi & bin Kassim, 2024 ; Sharma & Angadi, 2024 ). Purpose-driven roles that align employee work with social impact strengthen motivation and commitment, as evidenced in Finland and Uruguay, where co-creation of services and reforms in job design have improved staff satisfaction, retention, and citizen feedback ( Boyd & Nowell, 2023 ; Fox et al., 2021 ; Mazzucato, 2022 ). Participatory governance mechanisms that incorporate staff input in operational and strategic decision-making further enhance institutional responsiveness and foster a culture of inclusion, with examples from South Korea and South Africa demonstrating the value of digital collaboration platforms in co-designing policy and service delivery processes ( Kim & Kim, 2021 ; Matlala, 2024 ; Othman & Al Mutawaa, 2024 ). Motivation reinforced through ethical recognition and public trust emerges as another recurrent theme. Transparent systems that reward integrity and service excellence, as seen in Canada’s public service awards and Rwanda’s Imihigo performance contracts, cultivate organisational loyalty and strengthen accountability frameworks while contributing to SDG 16.5 and 16.6 ( Tong & Li, 2022 ; Mutuma, 2024 ; Murasi, 2021 ; Adeniji et al., 2025 ). Equitable access to professional development is equally critical for sustaining capacity, particularly in contexts with dispersed or under-resourced personnel. Digital and AI-enabled training platforms in Kenya and Norway ensure that learning opportunities reach all levels of staff, supporting inclusive skill-building and long-term institutional resilience ( Nyonje & Kidombo, 2024 ; Butt, 2024 ; Sandy et al., 2024 ). Despite broad agreement on these engagement strategies, gaps and contextual variations persist. Evidence from high-capacity, digitally advanced settings often reports measurable improvements in service quality and employee satisfaction, whereas developing or resource-constrained contexts face challenges in equitable access, participation, and digital literacy ( Boyd & Nowell, 2023 ; Matlala, 2024 ; Othman & Al Mutawaa, 2024 ). Longitudinal analyses linking engagement initiatives to sustained performance, retention, and citizen outcomes remain scarce, and the role of middle managers in translating engagement into operational results is under-explored. Policy interventions emerging from the literature emphasise integrating participatory decision-making with robust professional development, embedding ethical recognition systems that are transparent and merit-based, and ensuring digital equity through inclusive learning platforms. Implementing these measures in a context-sensitive manner is critical to achieving a motivated, empowered, and ethically grounded workforce capable of delivering accountable and effective local governance ( Al Ghunaimi & bin Kassim, 2024 ; Nyonje & Kidombo, 2024 ; Mutuma, 2024 ). Theoretical contribution/implications We critically examine the literature review with the organization culture theory to identify the persistent challenges and eminent gaps. Relationship between leadership practices literature and organisational culture theory in local government The literature on leadership practices in local government demonstrates a strong alignment with the core tenets of Organisational Culture Theory as articulated by Schein (2017) as shown in Table 2 . Leadership practices, encompassing adaptability, digital proficiency, inclusivity, and ethical conduct, operate as visible artefacts within institutions, signalling acceptable behaviours and setting expectations for employees ( Djatmiko et al., 2025 ; Fannur et al., 2023 ; Assefa and Mujtaba, 2025 ). By embedding transformational and inclusive leadership, as seen in Helsinki and eThekwini, organisations not only establish clear espoused values around transparency and accountability but also reinforce underlying assumptions about integrity, responsiveness, and civic trust ( Leino & Puumala, 2021 ; Mpontshane & Holtzhausen, 2024 ). These cultural signals directly shape employee behaviour, influencing motivation, discretionary effort, and engagement in service delivery, which resonates with Schein’s assertion that values and assumptions guide organisational performance ( Williams, 2022 ; Akpa et al., 2021 ). Digital participation tools, such as Barcelona’s Decidim and Makueni County dashboards, act as technological artefacts that operationalise these values by creating mechanisms for real-time accountability and inclusiveness, thereby bridging visible practices with espoused institutional principles ( Cardullo et al., 2023 ; Bhanye & Shayamunda, 2025 ; Maluki et al., 2025 ). Table 2. Relationship between leadership practices, organisational culture, and policy implications in local government. Aspect Literature Insights Theoretical Alignment ( Schein, 2017 ) Persistent Challenges/Gaps Policy Interventions Leadership Practices Transformational and inclusive leadership promote transparency, integrity, civic trust, and innovation ( Assefa and Mujtaba, 2025 ; Haq et al., 2024 ; Moloi, 2022 ; Mpontshane & Holtzhausen, 2024 ). Digital tools enable participatory decision-making and real-time accountability ( Cardullo et al., 2023 ; Bhanye & Shayamunda, 2025 ; Maluki et al., 2025 ). Leadership represents visible artefacts that signal acceptable behaviours; espoused values and underlying assumptions are reflected in institutional norms and employee behaviour ( Williams, 2022 ; Akpa et al., 2021 ; Makumbe & Washaya, 2022 ). Evidence often descriptive, single-case studies; regional clustering limits generalisability; gaps in measuring underlying assumptions and their impact on staff behaviour; digital exclusion risks ( Meuleman, 2021 ; Susilo, 2023 ; Cheshmehzangi et al., 2025 ; Hosseini et al., 2025 ). Invest in leadership development linking ethics, inclusivity, and digital literacy; provide equitable access to digital tools; implement independent monitoring and evaluation; adopt co-creation strategies with staff and citizens ( Haq et al., 2024 ; Maluki et al., 2025 ; Kurkela et al., 2024 ; Asare, 2021 ). Strategic Vision Aligns leadership with public good, social equity, and citizen-centric goals ( Gupta & Ahuja, 2024 ; Cheong et al., 2022 ; Cheshmehzangi et al., 2025 ). Espoused values and assumptions are expressed through strategic priorities that guide organisational behaviour. Insufficient longitudinal data linking vision to actual service outcomes; risk of misalignment with local institutional capacities ( Gupta & Ahuja, 2024 ; Cheshmehzangi et al., 2025 ). Develop context-sensitive reforms, incremental pilots, and co-creation initiatives to test and embed strategic goals ( Kurkela et al., 2024 ; Asare, 2021 ). Digital Participation & Accountability Platforms like Decidim and Makueni dashboards enhance transparency and citizen engagement ( Cardullo et al., 2023 ; Bhanye & Shayamunda, 2025 ; Maluki et al., 2025 ). Technology acts as a visible artefact reinforcing values of openness and accountability. Digital divides may exclude marginalised employees or citizens; sustainability and maintenance costs unclear ( Susilo, 2023 ; Hosseini et al., 2025 ). Embed equitable access measures, provide training, and evaluate cost-effectiveness of digital systems ( Maluki et al., 2025 ; Cardullo et al., 2023 ). Employee Behaviour & Performance Leadership and cultural norms shape motivation, engagement, and discretionary effort ( Mpontshane & Holtzhausen, 2024 ; Manqele, 2021 ). Underlying assumptions influence how employees internalise organisational values and align behaviour with goals ( Schein, 2017 ; Nanayakkara & Wilkinson, 2021 ). Limited robust measurement of performance; few longitudinal or experimental studies; weak connection between culture and measurable service outcomes ( Meuleman, 2021 ; Ortega & Acero, 2025 ). Implement performance tracking aligned with cultural values; empower middle managers; institutionalise continuous feedback loops ( Muya, 2021 ; Nyonje & Kidombo, 2024 ). Institutional Resilience Adaptive frameworks and inclusive leadership enhance responsiveness to shocks and reforms ( Bryson et al., 2021 ; Djatmiko et al., 2025 ). Organisational culture shapes adaptability and learning capacity through espoused values and assumptions. Evidence skewed toward high-capacity contexts; lack of comparative studies across diverse governance settings ( Lillemets, 2023 ; Bob & Kebede, 2025 ). Conduct cross-contextual research; adopt flexible governance structures; integrate staff development and capacity-building programmes ( Haq et al., 2024 ; Lim et al., 2024 ). Despite these theoretical alignments, persistent challenges emerge. The literature reveals an overreliance on descriptive and single-case studies, limiting causal inference regarding how cultural interventions translate into sustained employee performance and institutional outcomes ( Meuleman, 2021 ; Thelma & Chitondo, 2024 ). Regional and contextual clustering, especially in high-capacity European and East Asian cities, raises questions about the transferability of leadership models to lower-capacity or politically complex environments ( Susilo, 2023 ; Cheshmehzangi et al., 2025 ). Furthermore, gaps exist in measuring the impact of underlying assumptions on staff behaviour; while espoused values and visible artefacts are well-documented, the unconscious beliefs that shape compliance, ethical conduct, and innovation remain underexplored ( Makumbe & Washaya, 2022 ; Nanayakkara & Wilkinson, 2021 ). Digital initiatives, although promising, also introduce inequities through digital divides, risking the exclusion of marginalised employees or citizens from participatory governance processes ( Hosseini et al., 2025 ; Susilo, 2023 ). Leadership and strategic vision, while well-theorised, are insufficiently connected to longitudinal data on service outcomes, limiting evidence on actual institutional effectiveness ( Gupta & Ahuja, 2024 ; Cheshmehzangi et al., 2025 ). Policy interventions emerging from this synthesis should address both the cultural and structural dimensions of local governance. Institutions must invest in leadership development programmes that explicitly link ethical standards, inclusivity, and digital literacy to performance expectations, reinforcing both visible artefacts and espoused values ( Haq et al., 2024 ; Moloi, 2022 ). Embedding digital accountability and participation tools with training and equitable access mechanisms can reduce exclusion and operationalise transparency as a cultural norm ( Cardullo et al., 2023 ; Maluki et al., 2025 ). Independent monitoring and evaluation systems should be codified to measure both employee behaviour and institutional outputs, thereby illuminating how underlying assumptions translate into practice ( Muya, 2021 ; Meuleman, 2021 ). Context-sensitive reforms, such as incremental pilots and co-creation strategies with frontline staff and citizens, can strengthen ownership, embed ethical values, and provide real-world evidence for scaling effective practices across diverse governance contexts ( Asare, 2021 ; Kurkela et al., 2024 ). Addressing these gaps ensures that leadership practices not only signal desired organisational culture but also tangibly improve employee performance, institutional integrity, and citizen-centred service delivery in alignment with SDG 16 ( Amil, 2024 ; Atisa et al., 2021 ). Relationship between change management literature and organisational culture theory in local government The literature on change management for resilient and responsive local governments aligns strongly with Organisational Culture Theory as shown in Table 3 , which posits that institutional practices, espoused values, and underlying assumptions shape employee behaviour and organisational outcomes ( Schein, 2017 ; Akpa et al., 2021 ). Empirical evidence shows that institutional readiness, flexible governance structures, and adaptive frameworks operate as visible artefacts that signal the institution’s commitment to reform and responsiveness ( AlMalki & Durugbo, 2024 ; Andriyani et al., 2024 ; Lillemets, 2023 ). Capacity-building programmes and continuous digital training reflect espoused values that prioritise learning, innovation, and professional competence, reinforcing a culture of adaptability ( Lim et al., 2024 ; Nyonje & Kidombo, 2024 ; Evenseth et al., 2022 ). Transparent communication mechanisms and participatory platforms exemplify both artefacts and values, promoting inclusiveness and trust, while support systems for equitable transitions address deeper underlying assumptions about fairness, equity, and organisational responsibility ( Nuraini, 2024 ; Christina & Nathan, 2024 ; MacNeil et al., 2023 ). Together, these practices illustrate the cultural embeddedness of change management processes and their influence on employee engagement and institutional performance. Table 3. Relationship between change management literature and organisational culture theory in local government. Cultural Dimension ( Schein, 2017 ) Key Insights from Literature Persistent Challenges/Gaps Policy Interventions Visible Artefacts (practices, structures, technology) Flexible governance structures, digital platforms, participatory mechanisms signal commitment to reform and enhance responsiveness ( AlMalki & Durugbo, 2024 ; Andriyani et al., 2024 ; Lillemets, 2023 ). Over-reliance on high-capacity case studies; limited evidence from low-resource or politically complex contexts ( Bob & Kebede, 2025 ; Espinosa & Pino, 2025 ). Scale digital tools across departments; embed co-creation and participatory platforms; ensure inclusivity in system design ( Keinonen, 2025 ; Smith et al., 2023 ). Espoused Values (declared principles, norms, strategies) Lifelong learning, innovation, adaptability, transparency, and inclusivity are promoted through capacity-building programmes and communication strategies ( Lim et al., 2024 ; Nyonje & Kidombo, 2024 ; Evenseth et al., 2022 ). Measurement often based on perception or adoption metrics; limited longitudinal data to assess sustainability ( Evenseth et al., 2022 ; Lim et al., 2025 ). Strengthen continuous professional development; standardise outcome-based performance evaluation aligned with institutional values; monitor capacity-building impact over time. Underlying Assumptions (beliefs and perceptions) Equity, fairness, and organisational responsibility influence staff engagement and willingness to adopt change ( Nuraini, 2024 ; Christina & Nathan, 2024 ; MacNeil et al., 2023 ). Few studies systematically examine how deep-seated beliefs shape behaviour; unclear how assumptions vary across contexts. Integrate equity-focused support systems, including coaching, wellness programmes, and accessible training; foster ethical and inclusive organisational norms. Change Management Practices Adaptability to reforms, technological innovation, and shifting citizen expectations supports institutional resilience ( Chychun et al., 2023 ; Kaur et al., 2025 ). Limited cross-contextual evidence; gaps in understanding the long-term impact of reform initiatives. Conduct comparative studies across diverse institutional capacities; embed iterative pilot testing with evaluation loops; refine reforms based on evidence ( Sharma, 2024 ). Employee Engagement & Communication Transparent communication, participatory platforms, and inclusive engagement foster trust, morale, and responsiveness ( Lim et al., 2025 ; Keinonen, 2025 ; Smith et al., 2023 ). Risk of digital exclusion or inequitable participation; insufficient tracking of employee performance outcomes linked to engagement. Ensure equitable access to communication tools; implement feedback systems and independent monitoring; align engagement practices with performance measurement and capacity-building ( MacNeil et al., 2023 ; Shabalala & Campbell, 2023 ). Despite these alignments, persistent challenges and gaps are evident. Many studies remain descriptive and case-based, limiting causal inference and the generalisability of findings to contexts beyond high-capacity governments such as Estonia or Singapore ( Lillemets, 2023 ; Bob & Kebede, 2025 ; Espinosa & Pino, 2025 ). There is insufficient longitudinal evidence to determine the durability of reforms or the sustained impact of digital platforms on institutional resilience ( Andriyani et al., 2024 ; Semina & Bachir, 2024 ). Measurement gaps persist, as studies often rely on perceptions or adoption metrics rather than objective indicators of service performance and employee effectiveness ( Evenseth et al., 2022 ; Lim et al., 2025 ). Moreover, underlying assumptions, central to Schein’s theory, are rarely systematically studied, leaving unclear how deeply embedded beliefs about adaptability, equity, and accountability influence behaviour in different institutional contexts. Policy interventions derived from this analysis should aim to reinforce both cultural and operational dimensions of change management. Governments should invest in digital literacy and continuous professional development to embed adaptive capabilities across all staff levels ( Lim et al., 2024 ; Nyonje & Kidombo, 2024 ). Leadership and management training should emphasise ethical conduct, equity, and participatory practices to shape both espoused values and underlying assumptions ( Nuraini, 2024 ; Christina & Nathan, 2024 ). Institutionalising transparent feedback loops, co-creation platforms, and independent monitoring mechanisms can reinforce visible artefacts of accountability while ensuring that reforms are responsive and inclusive ( Keinonen, 2025 ; Smith et al., 2023 ). Cross-contextual research and comparative evaluations of reform models, particularly in lower-capacity or politically complex environments, are necessary to generate transferable lessons and identify context-specific barriers ( Bob & Kebede, 2025 ; Semina & Bachir, 2024 ). Embedding equity-focused support, such as tailored training, coaching, and wellness initiatives, ensures that organisational transformation does not exacerbate disparities and aligns with SDG 16’s principles of fairness, inclusiveness, and institutional effectiveness ( MacNeil et al., 2023 ; Shabalala & Campbell, 2023 ). Relationship between performance management literature and organisational culture theory in local government The literature on performance management for inclusive and effective service delivery closely aligns with Schein’s Organisational Culture Theory, which provides a lens to understand how deeply embedded cultural elements influence behaviour and institutional outcomes as shown in Table 4 . The theory’s three levels, visible artefacts, espoused values, and underlying assumptions, offer a structured way to interpret the mechanisms identified in the literature. At the level of visible artefacts, performance management frameworks increasingly incorporate digital dashboards, mobile feedback channels, and AI-assisted appraisal systems ( Faisal, 2021 ; Espinosa & Pino, 2025 ; Bu Ghooma, 2024 ). These tangible tools reflect the institution’s commitment to transparency, responsiveness, and accountability, supporting real-time monitoring and reinforcing ethical practices. Such innovations align directly with Sustainable Development Goals 16.6 and 16.10, which emphasise effective, accountable institutions and access to information. Table 4. Relationship between performance management literature and organisational culture theory in local government. Cultural Dimension ( Schein, 2017 ) Key Insights from Literature Persistent Challenges/Gaps Policy Interventions Visible Artefacts (practices, structures, technology) Dynamic, data-driven performance systems, dashboards, AI-assisted appraisals, and digital monitoring enhance transparency and accountability ( Giest et al., 2025 ; Faisal, 2021 ; Espinosa & Pino, 2025 ). Limited longitudinal assessment of effectiveness; uneven access to digital tools; reliance on high-capacity contexts ( SECRETARIAT, 2021 ; Osundwa, 2024 ). Expand digital monitoring systems; standardise dashboards and AI tools across departments; ensure equitable access for all staff and stakeholders ( Tarigan et al., 2023 ; Kheya et al., 2024 ). Espoused Values (declared principles, norms, strategies) Aligning individual and institutional goals with national and SDG priorities strengthens commitment, fairness, and ethical performance ( Githui & Njuru, 2024 ; Koh et al., 2021 ; Chandralingam, 2024 ). Performance appraisal often focuses on perception rather than measurable outcomes; ethical values may not translate into behaviour without reinforcement ( Bu Ghooma, 2024 ). Integrate outcome-based performance metrics; codify ethical standards in appraisals; implement continuous learning to reinforce values ( Tarigan et al., 2023 ). Underlying Assumptions (beliefs and perceptions) Beliefs about fairness, recognition, and purpose influence motivation, engagement, and institutional loyalty ( Batanova, 2024 ; Mutuma, 2024 ). Unequal access to rewards and recognition; bias in appraisal systems; low trust may undermine engagement ( Suleiman, 2024 ; Rundle, 2022 ). Establish equitable and transparent recognition frameworks; mitigate bias in appraisals using participatory feedback; foster purpose-driven job design ( Tong & Li, 2022 ; Murasi, 2021 ). Performance Management Practices Continuous monitoring, feedback, and ethical appraisals foster a learning culture and enhance institutional responsiveness ( D’Brot & Brandt, 2024 ; Mulyana et al., 2021 ). Lack of integration between training, appraisal, and strategic outcomes; limited evaluation of impact on citizen-centred service delivery. Align performance targets with SDG and institutional goals; embed iterative feedback loops; connect capacity-building with appraisal outcomes ( Githui & Njuru, 2024 ; Chandralingam, 2024 ). Employee Engagement & Communication Inclusive participation, peer feedback, and timely information sharing promote trust, collaboration, and accountability ( Jeleel-Ojuade, 2024 ; Wang et al., 2024 ; Jain et al., 2021 ). Digital exclusion; insufficient mechanisms for engaging underrepresented employees; weak link between engagement and measurable performance improvements. Use hybrid communication tools; involve staff in participatory decision-making; monitor engagement outcomes and adapt policies accordingly ( Nyonje & Kidombo, 2024 ; Rundle, 2022 ). Espoused values, which represent the formally declared principles guiding organisational behaviour, are evident in practices that prioritise fairness, ethical conduct, and alignment with broader developmental goals ( Githui & Njuru, 2024 ; Chandralingam, 2024 ; Tarigan et al., 2023 ). The literature indicates that when performance appraisal systems, employee recognition frameworks, and goal-setting mechanisms embed these values, they foster a culture of ethical responsibility and engagement among staff. This enhances institutional legitimacy and strengthens the link between individual performance and public service outcomes. Underlying assumptions, which comprise deeply held, often unconscious beliefs about trust, integrity, and civic duty, influence how employees internalise institutional priorities and respond to performance expectations ( Batanova, 2024 ). The literature suggests that when these assumptions encourage continuous learning, fairness, and inclusivity, employees demonstrate behaviours that support citizen-centred service delivery. However, persistent challenges remain. For example, digital performance tools are not always accessible to all staff, creating disparities in engagement and monitoring effectiveness ( Osundwa, 2024 ; Espinosa & Pino, 2025 ). Additionally, while espoused values are formally promoted, they may not be fully internalised, leading to inconsistencies in ethical practice ( Tarigan et al., 2023 ; Bu Ghooma, 2024 ). Performance metrics often emphasise procedural compliance over direct citizen impact, limiting the practical relevance of monitoring frameworks ( D’Brot & Brandt, 2024 ). Similarly, recognition and reward mechanisms are inconsistently applied, which can weaken motivation and institutional loyalty, particularly in resource-constrained settings ( Suleiman, 2024 ; Rundle, 2022 ). To address these gaps, our review finds several policy interventions to be necessary. Expanding access to digital performance tools ensures that all employees, including those in under-resourced or rural departments, can participate in monitoring and evaluation processes ( Faisal, 2021 ; Osundwa, 2024 ). Embedding ethical standards in performance appraisals and conducting regular audits reduces bias and promotes fairness ( Tarigan et al., 2023 ; Kheya et al., 2024 ). Shifting performance metrics toward citizen outcomes rather than procedural compliance strengthens accountability and public service relevance ( Githui & Njuru, 2024 ; Chandralingam, 2024 ). Institutionalising inclusive recognition practices and merit-based awards reinforces motivation, ethical conduct, and equitable participation across the workforce ( Batanova, 2024 ; Rundle, 2022 ). Finally, programmes aimed at aligning organisational culture with shared values and assumptions help translate formal principles into everyday behaviours, fostering a resilient and ethically grounded workforce ( Mulyana et al., 2021 ). In sum, our literature review demonstrates that performance management practices in local government are deeply influenced by organisational culture. Aligning visible practices, declared values, and underlying assumptions with ethical, inclusive, and outcome-oriented principles enables institutions to deliver transparent, accountable, and citizen-centred services. While challenges remain in areas such as equitable access, behavioural translation, and measurement of impact, targeted policy interventions grounded in cultural understanding can enhance institutional effectiveness and support the realisation of Sustainable Development Goal 16. Relationship between communication patterns literature and organisational culture theory in local government The literature on communication patterns for inclusive and transparent governance demonstrates a strong alignment with Schein’s Organisational Culture Theory, which provides a framework to understand how institutional culture shapes behaviour and performance as shown in Table 5 . At the level of visible artefacts, digital platforms, mobile apps, cloud systems, and collaborative dashboards exemplify tangible tools that facilitate multi-directional, real-time communication and knowledge sharing ( Suleiman, 2024 ; Bodum et al., 2025 ; Otundo Richard, 2024 ). These artefacts demonstrate a practical commitment to transparency, accountability, and responsiveness, reflecting the organisation’s operational values and directly supporting SDG 16.6 and 16.10, which emphasise institutional effectiveness and access to information. Table 5. Communication patterns and organisational culture in local government. Aspect Key Points from Literature Link to Organisational Culture Theory SDG Alignment Persistent Challenges Policy Interventions Visible Artefacts Digital platforms, mobile apps, cloud systems, dashboards; real-time communication tools Tangible tools reflect operational practices and support transparency SDG 16.6, 16.10 Unequal digital access; inconsistent tool adoption Expand digital infrastructure; standardise technology use across departments Espoused Values Policies prioritising inclusivity, equitable participation, open feedback; multilingual and accessible platforms Declared principles guide employee behaviour and institutional engagement SDG 16.b, 16.7 Bureaucratic resistance; limited formalisation of inclusive communication Training programmes for inclusive communication; institutionalise participatory feedback mechanisms Underlying Assumptions Beliefs favouring openness, timely sharing, cross-functional collaboration; proactive engagement Shapes how employees and citizens interact and communicate SDG 16.6, 16.7 Persistent digital divide; varying levels of employee commitment to open communication Promote digital literacy; integrate culture of collaboration in training and performance appraisals Feedback Mechanisms Anonymous suggestion boxes, participatory budgeting apps, AI sentiment analysis Reinforces learning culture and trust; aligns behaviour with institutional values SDG 16.7 Low participation from marginalised groups; resistance to feedback use Standardise feedback mechanisms; incentivise staff and citizen participation Cross-functional Collaboration Departmental dashboards, integrated planning tools Encourages coordination and shared responsibility for outcomes SDG 16.6 Fragmented departmental communication; siloed decision-making Develop integrated dashboards; encourage joint planning and knowledge sharing Espoused values, representing the formally declared principles guiding institutional practices, are evident in policies and initiatives that prioritise inclusivity, equitable participation, and open feedback ( Hincapie & Costa, 2024 ; Farnese et al., 2022 ; Rao, 2025 ). The literature indicates that municipalities integrating multilingual platforms, participatory forums, and AI-powered feedback mechanisms reflect a culture that formally values citizen engagement and employee involvement. These espoused values promote trust, ethical interaction, and stakeholder empowerment, enhancing the institution’s capacity to respond to diverse community needs. Underlying assumptions, which involve deep-seated beliefs about how communication should function within institutions, shape both employee behaviour and citizen interaction ( Pareek et al., 2025 ; Jeleel-Ojuade, 2024 ). When these assumptions favour openness, timely information sharing, and cross-functional collaboration, employees are more likely to engage in proactive communication, and citizens gain greater confidence in governance processes. Nevertheless, persistent challenges emerge, such as digital divides that limit equitable access to communication tools, bureaucratic resistance to open channels, and inconsistent adoption of feedback mechanisms across departments ( Poudel, 2024 ; Sangwa & Mutabazi, 2025 ). These gaps can reduce the effectiveness of participatory and transparent practices; undermining SDG targets related to inclusiveness and access to information. Policy interventions are needed to strengthen communication culture in local governments. Expanding digital infrastructure and connectivity ensures that remote and marginalised communities participate fully in governance processes ( Suleiman, 2024 ; Poudel, 2024 ). Standardising feedback and engagement mechanisms, including anonymous suggestion platforms, participatory budgeting apps, and AI-enabled sentiment analysis, can institutionalise transparency and reduce bias ( Selvakumar et al., 2025 ; Blinova, 2017 ; PEREIRA & RODER FIGUEIRA, 2022 ). Training programmes focused on digital literacy and inclusive communication practices equip employees to leverage technology effectively while fostering a culture of collaboration and responsiveness ( Hincapie & Costa, 2024 ). Finally, integrating cross-departmental dashboards and collaborative tools enhances institutional coordination, ensuring that communication underpins coherent decision-making and service delivery ( Li et al., 2022 ; Bodum et al., 2025 ). This literature demonstrates that communication patterns, when aligned with visible artefacts, espoused values, and underlying assumptions of organisational culture, can significantly strengthen inclusive, accountable, and transparent governance. By addressing the identified gaps through policy interventions, local governments can create sustainable, culturally-informed communication systems that advance the principles of SDG 16 and improve service outcomes for all stakeholders. Relationship between employee engagement literature and organisational culture theory in local government The literature on employee engagement in local government highlights that fostering a motivated, empowered, and purpose-driven workforce is critical for institutional effectiveness, transparency, and accountability as shown in Table 6 . Empirical evidence demonstrates that job satisfaction rooted in social impact, participatory governance, ethical recognition, and equitable professional development directly contributes to achieving Sustainable Development Goal 16, particularly targets related to effective, inclusive, and accountable institutions ( Al Ghunaimi & bin Kassim, 2024 ; Boyd & Nowell, 2023 ; Mutuma, 2024 ; Sharma & Angadi, 2024 ). These findings underscore that engagement practices influence not only individual motivation but also broader institutional outcomes such as citizen-centred service delivery, ethical behaviour, and organisational resilience. Table 6. Employee engagement and organisational culture in local government. Aspect Key Points from Literature Link to Organisational Culture Theory SDG Alignment Persistent Challenges Policy Interventions Visible Artefacts Job design promoting social impact, digital platforms for engagement, e-training systems, mentoring tools Physical and digital practices reflect institutional commitment to employee involvement SDG 16.6, 16.a Limited digital access; uneven participation across departments Implement scalable e-training; ensure digital inclusivity Espoused Values Recognition of ethical behaviour, purpose-driven roles, participatory governance Declared principles motivate staff, foster accountability, and reinforce public service values SDG 16.5, 16.7 Resistance to participatory practices; undervaluing non-financial recognition Institutionalise recognition schemes; formalise participatory decision-making policies Underlying Assumptions Beliefs in empowerment, integrity, equity, and social responsibility Shapes staff commitment, sense of purpose, and proactive engagement SDG 16.6, 16.a Cultural inertia; unequal access to professional development opportunities Promote culture of inclusivity; embed equity in training and promotion systems Feedback & Participation Mechanisms Online staff forums, collaborative budgeting, performance feedback, co-creation in service delivery Encourages continuous learning, institutional ownership, and responsiveness SDG 16.7 Low engagement from frontline staff; limited transparency in feedback utilisation Expand participatory digital platforms; integrate staff feedback into performance evaluation Capacity Building & Professional Development Digital courses, virtual mentoring, AI-enabled career tracking Enhances skills, competence, and alignment with institutional goals SDG 16.a Skills gaps in remote or under-resourced areas; inconsistent training quality Provide accessible digital learning; personalised development plans and mentoring Schein’s Organisational Culture Theory provides a robust theoretical lens for interpreting these findings. The theory’s three-tiered model—artefacts, espoused values, and underlying assumptions—illustrates how cultural elements shape behaviour and institutional performance ( Williams, 2022 ; Akpa et al., 2021 ). Visible practices, such as digital engagement platforms and participatory budgeting tools, represent artefacts that support inclusion and transparency. Espoused values, including declared norms of ethical recognition, accountability, and equity in professional development, guide decision-making and behaviour. Underlying assumptions, such as beliefs about the social purpose of public service, influence employee commitment and the internalisation of institutional goals. The literature aligns with this framework by demonstrating that employee engagement is not merely a human resources function but a cultural phenomenon embedded within organisational norms and values, which ultimately affects service delivery and institutional credibility ( Rumbi & Christian, 2021 ; Ortega & Acero, 2025 ). Despite these insights, persistent challenges remain. Unequal access to digital engagement platforms limits participation for staff in remote or under-resourced areas. Participation mechanisms are often inconsistently implemented, resulting in variable influence of staff on decision-making processes. Recognition and reward systems may be sporadic or politically influenced, reducing the motivational impact of ethical incentives. Professional development opportunities, while increasingly digitised, may not fully reach all employees, leading to disparities in skill enhancement and career progression. These gaps indicate that while organisational culture can promote engagement, systemic inequities and resource constraints can hinder its full realisation ( Sandy et al., 2024 ; Nyonje & Kidombo, 2024 ). Policy interventions should therefore focus on embedding inclusive, transparent, and equitable practices into the cultural fabric of local government institutions. Recommendations include the establishment of comprehensive digital engagement platforms to enable participation for all employees, institutionalisation of ethical recognition programmes free from political interference, equitable access to continuous professional development using blended learning and AI-enabled personalised tracking, and formal mechanisms for participatory decision-making at multiple organisational levels. By integrating these interventions within leadership, change management, performance management, and communication practices, local governments can strengthen institutional capacity, enhance public trust, and ensure that employee engagement translates into measurable improvements in service delivery and the attainment of SDG 16 targets ( Atisa et al., 2021 ; Amil, 2024 , December). Practical implications The practical implications of this review on leadership practices, change management, performance management, communication patterns, and employee engagement provide actionable strategies for strengthening institutional capacity and improving public service delivery in local government. The review, grounded in Organisational Culture Theory, demonstrates that organisational culture plays a central role in shaping employee behaviour, motivation, and overall institutional effectiveness. This suggests that reforms in local government should extend beyond procedural adjustments to include cultural transformation that fosters ethical, inclusive, and accountable practices. Leadership practices have important implications for local governments. Leaders who demonstrate transparency, accountability, and ethical conduct create a culture of trust that encourages employees to align their work with institutional goals. Practically, this requires leadership development programmes that emphasise ethical decision-making, strategic visioning, and participatory management. Local governments can strengthen leadership by instituting regular evaluations and mentoring initiatives to ensure that leaders consistently promote values that support effective and inclusive governance. Change management is another area with significant practical relevance. Institutions that adopt flexible and adaptive approaches are better equipped to respond to technological innovations, policy reforms, and changing citizen needs. In practice, this calls for structured change management frameworks that integrate staff training, stakeholder engagement, and monitoring mechanisms. By fostering adaptability, institutions can reduce resistance to change and ensure that reforms translate into tangible improvements in service delivery. Performance management also has critical practical implications. Aligning individual and institutional performance with broader developmental objectives ensures that employees contribute meaningfully to strategic priorities, including the targets of Sustainable Development Goal 16. This requires establishing clear, data-informed performance metrics, adopting real-time monitoring tools, and embedding continuous feedback systems. Local governments should prioritise capacity-building initiatives to equip staff with the skills necessary to interpret performance data and apply insights effectively. Communication patterns influence transparency, inclusiveness, and organisational effectiveness. Open, multi-directional communication channels facilitate timely information sharing and collaborative decision-making. Practically, local governments can implement digital platforms, mobile applications, and hybrid communication strategies to ensure all staff and stakeholders, including marginalized groups, have access to critical information. Regular feedback mechanisms, such as surveys and digital suggestion tools, can institutionalise dialogue and build trust between employees, leadership, and citizens. Employee engagement has direct implications for institutional performance. Motivated and empowered staff who feel a sense of purpose are more likely to contribute positively to organisational goals. Practically, local governments should design roles that emphasise social impact, involve employees in decision-making, and provide equitable access to professional development opportunities. Recognition and reward systems that promote ethical conduct, transparency, and public trust further reinforce engagement and institutional loyalty. Recommendations for future research Based on this review, several recommendations for future research emerge, focusing on strengthening understanding of the interplay between organisational culture and institutional performance in local government contexts. Firstly, there is a need for empirical studies that examine the causal relationship between the five identified cultural practices—leadership practices, change management, performance management, communication patterns, and employee engagement—and measurable outcomes in public service delivery. While the current literature highlights associations, longitudinal research could provide deeper insights into how these practices influence effectiveness, transparency, and inclusiveness over time. Future research should also explore the contextual variability of these cultural practices across different governance systems, especially comparing developed and developing countries. For instance, the adoption of digital platforms for communication and performance monitoring may vary significantly depending on technological infrastructure, resource availability, and socio-political factors. Comparative studies could identify best practices and adaptive strategies that enhance institutional performance under diverse conditions. Another area for investigation is the role of organisational culture in mediating the effects of external pressures, such as policy reforms, political changes, and socio-economic challenges. Studies could focus on how internal cultural factors enable or constrain institutional resilience, employee motivation, and citizen satisfaction. This would help to identify the mechanisms through which culture shapes the implementation and sustainability of governance reforms. Research should also examine the intersection of equity and inclusion within employee engagement and leadership practices. There is limited evidence on how culturally informed approaches to professional development, participatory governance, and ethical recognition influence staff from underrepresented or marginalized groups. Investigating these dimensions can provide insights into promoting fairness, inclusiveness, and social equity in public institutions. Finally, future studies could incorporate mixed-methods approaches, combining quantitative performance metrics with qualitative analyses of organisational culture, to provide a holistic understanding of institutional dynamics. This would enable researchers to capture both the measurable outcomes of cultural practices and the underlying assumptions, values, and perceptions that drive employee behaviour and organisational effectiveness. Therefore, future research should aim to generate actionable knowledge on how organisational culture shapes local government performance, focusing on contextual variability, equity considerations, causal relationships, and methodological innovations. Such evidence can inform policy interventions and strategies to enhance inclusive, accountable, and effective public institutions aligned with Sustainable Development Goal 16. Concrete recommendations on how organization culture would enhance performance of local government Based on the review, several concrete recommendations emerge for stakeholders in local government to strengthen institutional capacity, enhance service delivery, and advance the principles of Sustainable Development Goal 16. These recommendations are grounded in the five thematic areas of leadership practices, change management, performance management, communication patterns, and employee engagement, with reference to practical examples highlighted in the literature. Local government leadership should prioritise the development of ethical, transparent, and accountable practices. Stakeholders, including municipal executives and departmental heads, can adopt structured leadership development programmes that focus on ethical decision-making, participatory management, and strategic visioning. For instance, South Korea’s municipal leaders integrate staff engagement and SDG-aligned objectives into their planning and appraisal systems, linking individual contributions to social equity and sustainability outcomes ( Koh et al., 2021 ; Park & Park, 2024 ). Regular mentoring initiatives and leadership evaluations can ensure consistency in modelling transparency and accountability, fostering trust within the workforce and with citizens. Change management strategies should focus on institutional adaptability and responsiveness to technological innovations, policy reforms, and citizen needs. Local government managers and policymakers should implement structured frameworks that incorporate staff training, stakeholder consultation, and monitoring mechanisms. Estonia’s digital governance system demonstrates the success of automated service audits and cross-departmental analytics in promoting transparency and operational efficiency ( Espinosa & Pino, 2025 ). By institutionalising such approaches, local governments can reduce resistance to change and ensure that reforms translate into improved service delivery. Performance management interventions should align individual and institutional objectives with broader developmental and SDG goals. Local government HR managers and service directors can establish clear, data-informed performance metrics, adopt real-time monitoring platforms, and create continuous feedback loops. Kenya’s Huduma Performance Management System provides an example of effective digital tracking and mobile feedback channels, enabling timely identification of service gaps and promoting responsiveness ( SECRETARIAT, 2021 ; Osundwa, 2024 ). Investing in capacity-building initiatives for staff to interpret and act on performance data will further strengthen institutional outcomes. Communication patterns should be designed to support inclusiveness, participation, and transparency. Stakeholders, including communication officers and IT managers, should implement multi-directional channels such as digital platforms, mobile applications, and hybrid strategies to reach diverse employees and citizen groups. Rwanda’s IremboGov platform ensures rural citizens receive real-time updates on government services, while Singapore’s OneService app enables municipal departments to coordinate and broadcast timely service information ( Sangwa & Mutabazi, 2025 ; Perdana & Mokhtar, 2024 ). Incorporating regular feedback mechanisms, such as surveys and AI-enabled suggestion platforms, can institutionalise dialogue and foster trust between government, staff, and citizens. Employee engagement strategies should focus on motivation, empowerment, and professional growth. Municipal HR teams and local government policymakers should design roles that emphasise social impact, encourage participatory decision-making, and provide equitable access to professional development. Finland’s local government staff report greater satisfaction and retention when engaged in co-creating social services tailored to vulnerable populations ( Boyd & Nowell, 2023 ; Fox et al., 2021 ). Similarly, Rwanda’s Imihigo performance contracts publicly recognise outstanding district teams, motivating ethical behaviour and institutional loyalty ( Murasi, 2021 ). Recognition systems, combined with e-learning platforms and mentoring initiatives, as observed in Kenya and Norway, can promote equitable professional development and strengthen institutional capacity ( Nyonje & Kidombo, 2024 ; Butt, 2024 ). Conclusion The review of leadership practices, change management, performance management, communication patterns, and employee engagement underscores the critical role of organisational culture in shaping the effectiveness, inclusiveness, and transparency of local government institutions. Leadership emerges as the foundation for cultivating ethical, accountable, and citizen centred governance. When leaders model transparency and participatory decision making, they create an environment where employees feel motivated to align their efforts with institutional objectives and broader societal goals. Change management highlights the necessity of adaptability in public institutions, demonstrating that flexible and well structured approaches to reforms and technological innovation are essential for responding to dynamic citizen needs and policy shifts. Performance management is central to operationalising institutional objectives, ensuring that individual and organisational outputs contribute meaningfully to strategic goals, including Sustainable Development Goal 16. The integration of data driven monitoring systems, continuous feedback loops, and capacity building initiatives reinforces accountability and promotes a culture of ongoing improvement. Effective communication patterns are equally vital, as they ensure transparency, inclusiveness, and collaboration across diverse teams and with citizens. Multi directional communication platforms, digital tools, and feedback mechanisms strengthen trust and enable responsive service delivery. Employee engagement represents the human dimension of institutional effectiveness. Motivated, empowered, and purpose driven staff are more likely to contribute positively to organisational goals, uphold ethical standards, and foster public trust. Equitable access to professional development, recognition for ethical behaviour, and participatory decision making not only enhance employee satisfaction but also reinforce institutional resilience and sustainability. From a personal perspective, this review highlights that strengthening local governance is not merely about procedural reforms or technological upgrades. The interplay between culture, leadership, systems, and people is central to achieving meaningful long-term improvements. While many examples from South Korea, Finland, Rwanda, Kenya, and Singapore illustrate successful interventions, the persistent challenge lies in translating these lessons into context sensitive strategies that can be adapted across varying institutional and socio-economic landscapes. Limitations of the study Firstly, the study relies primarily on secondary literature, case studies, and documented examples from diverse global contexts such as South Korea, Finland, Rwanda, and Kenya. While this approach provides valuable insights into best practices and successful interventions, it limits the ability to capture real-time, context-specific challenges in local government settings. The findings may not fully reflect the nuanced organisational dynamics, resource constraints, and socio-political factors that affect the implementation of leadership, change management, performance management, communication, and employee engagement practices in every context. Secondly, the study focuses extensively on organisational culture as framed by Schein’s theory, which provides a robust conceptual lens for analysing employee behaviour and institutional performance. However, this theoretical focus may inadvertently underrepresent other critical factors influencing local government effectiveness, such as political influence, fiscal policies, legal frameworks, and citizen behaviour. By concentrating on cultural practices, the study may overlook systemic constraints or external pressures that can significantly impact the practical implementation of the five themes across different governance contexts. Data availability statement No data are associated with this article. References Abane JA, Adamtey R, Ayim VO: Does organizational culture influence employee productivity at the local level? A test of Denison’s culture model in Ghana’s local government sector. Future Business Journal. 2022; 8 (1): 34. Publisher Full Text Abdullahi MS, Raman K, Solarin SA: Effect of organizational culture on employee performance: A mediating role of employee engagement in Malaysia educational sector. International Journal of Supply and Operations Management. 2021; 8 (3): 232–246. Abdulrahman MASAS, Dweiri FT: Development of an Agile and Sustainable Framework for Resilient and Inclusive Public Transport Organizations. Sustainability. 2025; 17 (10): 4652. Publisher Full Text Adeniji AS, Yerima H, Udefuna PN: Political Patronage by Public Officials: The Imperative of Legislative Intervention.2025. Afolabi BD: Impact of Motivation on Employee Performance in Abaji Local Government Area Council Abuja, Nigeria. Kwara State University (Nigeria); 2023. (Master’s thesis). Agu JC, Nkwo FN, Eneiga RU: Governance and anti-corruption measures in Nigeria: Strategies for enhancing transparency, accountability and public trust. International Journal of Economics and Public Policy. 2024; 8 (1): 1–15. Akpa VO, Asikhia OU, Nneji NE: Organizational culture and organizational performance: A review of literature. International journal of advances in engineering and management. 2021; 3 (1): 361–372. Al Ghunaimi H, bin Kassim MS: Employee Engagement as a Strategic Pillar: A Case Study of Ooredoo Oman’s Organizational Resilience and Success. J. Manag. 2024; 2024 : 471–476. Publisher Full Text Ali S, Nchaga A, Wepukhulu J: Devolution And Service Delivery In The Public Service In Kenya, A Case Study Of Marsabit County Government. Journal of Human Resource and Leadership. 2021; 6 (1): 30–51. Publisher Full Text AlMalki HA, Durugbo CM: Institutionalising Industry 4.0: a Delphi study of institutional change readiness for the fourth industrial revolution in an emerging economy. Prod. Plan. Control. 2024; 35 (14): 1741–1759. Publisher Full Text Amakiri J, Arugu LO: Policy Implementation and Local Government Administration in Nigeria: Bridging the Gap between Policy and Practice.2025. Amil AC: Implementation of SDG 16:‘Peace, Justice, and Strong Institutions’ in The Philippines: Status, Collaborative Efforts, and Prospects. International Conference on Public Administration and Social Science (ICoPASS). 2024, December; Vol. 1 (1). Andriyani Y, Yohanitas WA, Kartika RS: Adaptive innovation model design: Integrating agile and open innovation in regional areas innovation. J. Open Innov.: Technol. Mark. Complex. 2024; 10 (1): 100197. Publisher Full Text Anttiroiko AV, Sahamies K: Designing city service ecosystems: the case of the city of Espoo in the capital region of Finland. International Conference on Human-Computer Interaction. Cham: Springer International Publishing; 2022, June; pp. 139–157. Asare I: Co-Creation as a Means of Citizen Engagement in Local Cultural Policy Making. Culture Crossroads. 2021; 17 (1): 30–41. Publisher Full Text Assefa EA, Mujtaba BG: Exploring transformational leadership in education by leveraging diversity and technology for inclusive practices. International Journal of Public Leadership. 2025. Publisher Full Text Atisa G, Zemrani A, Weiss M: Decentralized governments: local empowerment and sustainable development challenges in Africa. Environ. Dev. Sustain. 2021; 23 (3): 3349–3367. Publisher Full Text Bahri S, Ramly M, Gani A, et al. : Organizational commitment and civil servants performance: The contribution of intelligence, local wisdom and organizational culture. Eur. J. Bus. Manag. Res. 2021; 6 (1): 128–134. Publisher Full Text Baimenov A, Liverakos P: Public Administration in the New Reality: Challenges, Implications, and Prospects. Public Administration in the New Reality. Singapore: Springer Nature Singapore; 2025; pp. 1–36. Batanova V: Exploring the Role of Incentives and Rewards in Motivating Employees for Innovative Behavior.2024. Bhanye J, Shayamunda R: The promise of civic-tech: digital technologies and transparent, accountable governance. Digitalisation and Public Policy in Africa: GovTech and CivicTech Innovations. Cham: Springer Nature Switzerland; 2025; pp. 93–122. Bhatnagar V, Batra N, Tiwari K: Mainstreaming citizen feedback on service delivery using ICTs (No. 26270). The World Bank Group; 2017. Blinova EA: Participatory budgeting and social inclusion in modern Brazil. Proceedings of the International Conference IMS-2017. 2017, June; pp. 230–236. Bob G, Kebede S: Assessing the Impact of Decentralization Policy on Governance Functions in Rwanda: A Comprehensive Review. Open J. Soc. Sci. 2025; 13 (3): 468–480. Publisher Full Text Bodum L, Galland D, Steffansen RN: The digital transformation of the public sector in Denmark and its influence on urban planning. Planning for Urban Sustainability. Edward Elgar Publishing; 2025; pp. 95–110. Borges-Tiago MTPM, Tiago FGB, Avelar SMM: Ten Gaps of Smart and Sustainable Cities. Integrated Science to Achieve Sustainable Development Goals. Cham: Springer Nature Switzerland; 2025; pp. 199–219. Boyd N, Nowell B: Sense of community, sense of community responsibility, organizational commitment and identification, and public service motivation: A simultaneous test of affective states on employee well-being and engagement in a public service work context. Public Service Motivation. Routledge; 2023; pp. 76–102. Brezzi M, González S, Nguyen D, et al. : An updated OECD framework on drivers of trust in public institutions to meet current and future challenges. OECD working papers on public governance. 2021; 48 . 0_1-60. Bryson JM, Barberg B, Crosby BC, et al. : Leading social transformations: Creating public value and advancing the common good. J. Chang. Manag. 2021; 21 (2): 180–202. Publisher Full Text Bu Ghooma S: Key factors influencing employee perceptions of performance management system effectiveness: Evidence from the Dubai Government Sector. University of Wollongong; 2024. (Doctoral dissertation). Butt JS: The role of artificial intelligence (AI) in productivity & economic growth in Nordic welfare states. Acta Universitatis Danubius. Œconomica. 2024; 20 (2): 50–72. Cardullo P, Ribera-Fumaz R, González Gil P: The Decidim’soft infrastructure’: democratic platforms and technological autonomy in Barcelona. Computational Culture. 2023; 9 . Chandralingam R: Role of AI in Enhancing Citizen Engagement in Finnish Municipal Services: Ethical Considerations in UX Design.2024. Cheong W, Tagawa T, Kitano N, et al. : Development of evaluation indicators for smart sharing cities. Glob. Bus. J. 2022; 8 (1): 12–23. Cheshmehzangi A, You N, Allam Z, et al. : Bogotá Care Blocks: How a City is Reorganizing Itself for Women and Achieving the SDGs in Bogotá, Colombia. People-Centered Innovation: Local Actions for Sustainable Cities and Communities. Singapore: Springer Nature Singapore; 2025; pp. 45–56. Christina R, Nathan MDM: ENHANCING ORGANIZATIONAL PERFORMANCE THROUGH EMPLOYEE COACHING: A REVIEW OF CURRENT PRACTICES AND FUTURE DIRECTIONS. CAHIERS MAGELLANES-NS. 2024; 6 (2): 1090–1101. Christopher OA, Edwinah A: Organizational culture and corporate performance: a review. Glob Acad J Econ Buss. 2022; 4 (5): 152–162. Publisher Full Text Chychun V, Grechanyk O, Khliebnikova T, et al. : Change management models and methods: implementing innovations, ensuring sustainability and engaging staff.2023. Crucke S, Kluijtmans T, Meyfroodt K, et al. : How does organizational sustainability foster public service motivation and job satisfaction? The mediating role of organizational support and societal impact potential. Public Manag. Rev. 2022; 24 (8): 1155–1181. Publisher Full Text D’Brot J, Brandt WC: Applying Continuous Improvement Principles: Implementing Evaluation Practices. Region 5 Comprehensive Center. 2024. Djatmiko GH, Sinaga O, Pawirosumarto S: Digital transformation and social inclusion in public services: A qualitative analysis of e-government adoption for marginalized communities in sustainable governance. Sustainability. 2025; 17 (7): 2908. Publisher Full Text Dom BK: Financial resilience in the face of austerity: an empirical study of local authorities in England. Nottingham Trent University; 2024. (Doctoral dissertation). Emmanuel AS, Markanthony IO, Oloruntoba EO: Local government autonomy: A deep analysis of management and community leadership in grassroots development in the local government area of Lagos, Nigeria. Journal of Institutional Research, Big Data Analytics and Innovation. 2025; 1 (2): 40–54. Espinosa VI, Pino A: E-Government as a development strategy: The case of Estonia. Int. J. Public Adm. 2025; 48 (2): 86–99. Publisher Full Text Evenseth LL, Sydnes M, Gausdal AH: Building organizational resilience through organizational learning: A systematic review. Frontiers in Communication. 2022; 7 : 837386. Publisher Full Text Faisal M: Dynamic monitoring and assessment for digital transformation in higher education. International Conference on Engineering, Technology and Social Science (ICONETOS 2020). Atlantis Press; 2021, April; pp. 1–7. Fannur F, Sabaruddin I, Ramdhani N: Innovative Leadership Approaches for Enhancing Digital Governance and Collaborative Networks in Public Administration. Journal Social Civilecial. 2023; 1 (2): 85–100. Publisher Full Text Farnese ML, Benevene P, Barbieri B: Learning to trust in social enterprises: The contribution of organisational culture to trust dynamics. J. Trust Res. 2022; 12 (2): 153–178. Publisher Full Text Fox C, Baines S, Wilson R, et al. : A new agenda for co-creating public services.2021. Giest S, McBride K, Nikiforova A, et al. : Digital & data-driven transformations in governance: a landscape review. Data & Policy. 2025; 7 : e21. Publisher Full Text Githui FK, Njuru JW: The role of public management in the achievement of sustainable development goals. International Journal of Science and Business. 2024; 31 (1): 64–75. Publisher Full Text Gupta B, Ahuja T: Innovation, Sustainability and Citizen-Centricity through Smart Cities: Lessons for India. Nagarlok-Quarterly Journal of Urban Affairs. 2024; 56 (4). Haq AU, Malik S, Ullah A, et al. : Empowering diversity: The transformative role of inclusive leadership in modern management. Journal of Business and Management Research. 2024; 3 (1): 876–891. Hincapie MX, Costa P: Fostering hybrid team performance through inclusive leadership strategies. Organ. Dyn. 2024; 53 (3): 101072. Publisher Full Text Hosseini SE, Rahmaty M, Kiakojouri D, et al. : The Role of Open Innovation in Enhancing Ethical Decision-Making in Government Organizations. Journal of Industrial and Systems Engineering. 2025; 17 (1): 144–153. Jain VIPIN, Chawla CHANCHAL, Arya SATYENDRA: Employee Involvement and Work Culture. Journal of Contemporary Issues in Business and Government. 2021; 27 (3): 694–699. Jeleel-Ojuade A: The Role of Information Silos: An analysis of how the categorization of information creates silos within financial institutions, hindering effective communication and collaboration. Available at SSRN 4881342. 2024. Jones P: Corrupt Britain.2023. Kandpal V, Jaswal A, Santibanez Gonzalez ED, et al. : Corporate social responsibility (CSR) and ESG reporting: redefining business in the twenty-first century. Sustainable energy transition: Circular economy and sustainable financing for environmental, social and governance (ESG) practices. Cham: Springer Nature Switzerland; 2024; pp. 239–272. Kaur H, Reddy KK, Reddy MK, et al. : Collaborative approaches to navigating complex challenges and adapting to a dynamically changing world. Integration of AI, Quantum Computing, and Semiconductor Technology. IGI Global; 2025; pp. 209–234. Keinonen E: Community Participation in Urban Open Innovation Projects.2025. Kheya TA, Bouadjenek MR, Aryal S: The pursuit of fairness in artificial intelligence models: A survey. arXiv preprint arXiv:2403.17333. 2024. Khutkyy D: E-participation waves: A reflection on the baltic and the Eastern European cases. Proceedings of Ongoing Research, Practitioners, Posters, Workshops, and Projects of the International Conference EGOV-CeDEM-ePart 2019. San Benedetto Del Tronto: IFIP; 2019, September; pp. 197–203. Kim C, Kim KA: The institutional change from E-Government toward Smarter City; comparative analysis between royal borough of Greenwich, UK, and Seongdong-gu, South Korea. J. Open Innov.: Technol. Mark. Complex. 2021; 7 (1): 42. Publisher Full Text Koh J, Huh T, Ye M: Developing an index of sustainable development goals for local governments: the case of Gyeonggi province in korea. Ecosyst. Health Sustain. 2021; 7 (1): 1980437. Publisher Full Text Kurkela K, Kork AA, Jäntti A, et al. : Citizen participation as an organisational challenge in local government. Int. J. Public Sect. Manag. 2024; 37 (1): 124–140. Publisher Full Text Leino H, Puumala E: What can co-creation do for the citizens? Applying co-creation for the promotion of participation in cities. Environment and Planning C: Politics and Space. 2021; 39 (4): 781–799. Publisher Full Text Lenhart S, Fox D: Participatory democracy in dynamic contexts: A review of regional transmission organization governance in the United States. Energy Res. Soc. Sci. 2022; 83 : 102345. Publisher Full Text Li S, Wang K, Huo B, et al. : The impact of cross-functional coordination on customer coordination and operational performance: an information processing view. Ind. Manag. Data Syst. 2022; 122 (1): 167–193. Publisher Full Text Lillemets P: E-Estonia—A Digital Government in Digital Transformation. Tallinn University of Technology; 2023. (Doctoral dissertation). Lim K, Bao C, Li Y, et al. : Managing Resistance to Change. Future-Proofing Emerging Technologies for Business Transformation. IGI Global Scientific Publishing; 2025; pp. 191–224. Lim ZY, Yap JH, Lai JW, et al. : Advancing lifelong learning in the digital age: A narrative review of Singapore’s SkillsFuture programme. Soc. Sci. 2024; 13 (2): 73. Publisher Full Text MacLeavy J: Enduring Austerity: The Uneven Geographies of the Post-Welfare State. Enduring Austerity. Bristol University Press; 2024. MacNeil P, Jugdev K, Khare A: A review of COVID-19: Implications for Canadian cities to enhance well-being and resilience. J. Urban Regen. Renew. 2023; 17 (2): 231–248. Publisher Full Text Maher CS, Park S, McDonald BD III: Fiscal Monitoring and Municipal Fiscal Health: Comparative Insights from Australia, Mexico, South Korea and the US.2025. Makatita M, Hendry YI, Soselisa C, et al. : The Influence of Leadership Style, Organizational Culture, Policy Implementation, and Community Participation on Public Service Efficiency and Employee Satisfaction in Indonesian Local Government. West Science Social and Humanities Studies. 2024; 2 (07): 1221–1236. Publisher Full Text Makumbe W, Washaya YY: Organisational culture and innovation: testing the Schein Model at a private university in Zimbabwe. Cogent Bus Manag. 2022; 9 (1): 2150120. Publisher Full Text Maluki FK, Machoka P, Awuor E: Tendering Process and Performance of County Government Water Projects in SEKEB Region, Kenya. Journal of Entrepreneurship & Project Management. 2025; 9 (2): 1–15. Publisher Full Text Manginte SY: Fortifying transparency: Enhancing corporate governance through robust internal control mechanisms. Advances in Management & Financial Reporting. 2024; 2 (2): 72–84. Publisher Full Text Manqele F: Public participation in municipal service delivery in the eThekwini Municipality. (Doctoral dissertation). 2021. Matlala LS: Factors affecting effective citizen-based monitoring of frontline service delivery in South Africa. Africa’s Public Service Delivery and Performance Review. 2024; 12 (1): 851. Publisher Full Text Mazzucato M: Transformational change in Latin America and the Caribbean: A mission-oriented approach.2022. Meuleman L: Public administration and governance for the SDGs: Navigating between change and stability. Sustainability. 2021; 13 (11): 5914. Publisher Full Text Miller SM: Singapore public sector AI applications emphasizing public engagement: Six examples.2022. Moloi TPG: The Role of Leadership Styles in Promoting Connectedness and Inclusivity in a Diverse Workplace. University of Johannesburg (South Africa); 2022. Monaco S: SDG 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all, and build effective, accountable, and inclusive institutions at all levels. Identity, Territories, and Sustainability: Challenges and Opportunities for Achieving the UN Sustainable Development Goals. Emerald Publishing Limited; 2024; pp. 157–165. Moss E: Implementing a Digital Common Application for Affordable Housing in Massachusetts. Massachusetts Institute of Technology; 2025. (Doctoral dissertation). Mpontshane L, Holtzhausen N: Ethical leadership in promoting efficient service delivery: evidence from eThekwini Municipality, KwaZulu-Natal. Journal of Public Administration. 2024; 59 (3): 349–363. Publisher Full Text Mulyana Y, Chaeroni N, Erlangga H, et al. : The influence of motivation, ability, organizational culture, work environment on teachers performance. Turkish Journal of Computer and Mathematics Education. 2021; 12 (7): 99–108. Murasi I: The role of Imihigo in the interface between sustainable development planning and performance management in Rwanda. University of Johannesburg (South Africa); 2021. Mutuma FDKW: Ethical leadership and integrity in public service: A comprehensive analysis. ICS Governance Journal. 2024; 1 (3): 38–52. Muwonge A, Kinuthia M, Owuor C, et al. : Making devolution work for service delivery in Kenya. World Bank Publications; 2022. Muya BJ: Exploration of The Utility of Mobile Technology in Monitoring and Evaluation Systems in The Kenya Health Sector A Case of Amref Mobile Jamii Afya Link in Makueni County Kenya. Daystar University, School of Human and Social Sciences; 2021. (Doctoral dissertation). Nanayakkara K, Wilkinson S: Organisational Culture Theories: Dimensions of organisational culture and office layouts. A handbook of theories on designing alignment between people and the office environment. Routledge; 2021; pp. 132–147. Nuraini N: Best Practices for Supporting Employees Through Times of Transition. YUME: Journal of Management. 2024; 7 (2): 393–409. Nyonje R, Kidombo H: Kenya Country Report.2024. Okanda EO, Mwinzi JM, Gunga SO: Strategic leadership: A critical ingredient for promoting ethical practices in teacher education. Journal of Pedagogical Sociology and Psychology. 2021; 3 (2): 116–129. Publisher Full Text Omweri FS: A systematic literature review of e-government implementation in developing countries: examining urban-rural disparities, institutional capacity, and socio-cultural factors in the context of local governance and progress towards SDG 16.6. International Journal of Research and Innovation in Social Science. 2024; VIII (8): 1173–1199. Publisher Full Text Ongere BM, Muchemi A: Effect of Performance Management on Quality Service Delivery of National Government Administration Offices, Nakuru County, Kenya. International Journal of Public Administration and Management Research. 2024; 10 (3): 67–83. Onyango G: Social processes of public sector collaborations in Kenya: unpacking challenges of realising joint actions in public administration. J. Knowl. Econ. 2025; 16 (2): 8141–8171. Publisher Full Text Ortega L, Acero JP: The nexus of organizational culture and work performance: The mediating role of organizational politics in local government setting. Global Review of Tourism and Social Sciences. 2025; 1 (2): 129–144. Publisher Full Text Osundwa KK: Influence of Adoption of E-government on Service Delivery at Huduma Centres in Kenya: a Case of Nairobi County. University of Nairobi; 2024. (Doctoral dissertation). Othman A, Al Mutawaa A: The interplay of learning organization and digital accessibility in promoting inclusion and equity for persons with disabilities. J. Chin. Hum. Resour. Manag. 2024; 14 (3): 36–46. Publisher Full Text Otundo Richard M: Innovative Approaches to Monitoring and Evaluation in Sustainability Projects: the Impact of Digital Tools and Community Involvement in Kenya.2024. Pareek P, Hajra R, Mohapatra H: Empowering Public Officials by Bridging the Digital Divide with Smart Technology for Public Services. Digital Competency Development for Public Officials: Adapting New Technologies in Public Services. 2025; 419–452. Publisher Full Text Park KR, Park YS: Addressing institutional challenges in sustainable development goals implementation: Lessons from the Republic of Korea. Sustain. Dev. 2024; 32 (1): 1354–1369. Publisher Full Text Perdana A, Mokhtar IA: Digital transformation in government: Lessons from GovTech Singapore. J. Inf. Technol. Teach. Cases. 2024; 20438869251362871. Pereira D, Roder Figueira A: Participatory amendments in Brazil: towards more citizen influence in public budgeting.2022, September. Poudel N: The Impact of Big Data-Driven Artificial Intelligence Systems on Public Service Delivery in Cloud-Oriented Government Infrastructures. Journal of Artificial Intelligence and Machine Learning in Cloud Computing Systems. 2024; 8 (11): 13–25. Rachman E: The Impact of Human Resource Development and Organizational Culture on The Quality of Public Service. Journal of Indonesian Scholars for Social Research. 2024; 4 (1): 50–55. Publisher Full Text Rao S: Exploring municipal translation policies in Canada: The cases of Calgary and Edmonton. Translation & Interpreting: The International Journal of Translation and Interpreting Research. 2025; 17 (1): 94–112. Publisher Full Text Rumbi S, Christian F: The Effects of Motivation, Leadership, and Work Environment on Employee’s Performance: A Case of Local Government Agency in Emerging Country. Britain International of Humanities and Social Sciences (BIoHS) Journal. 2021; 3 (2): 347–360. Publisher Full Text Rundle M: Equality Within the Ranks: A Critical Examination of the Canadian Armed Forces Aim to Create an Inclusive Workspace and Enhance Diversity. Université d’Ottawa/University of Ottawa; 2022. (Doctoral dissertation). Saikia R: The Global Nexus 2025. Research Beacon Publication; 2025. Sandy I, Wang C, Fang CY, et al. : A Literature Review on the Evaluation of E-Learning Effectiveness in Taiwanese Corporations. Eurasian Journal of Educational Research (EJER). 2024; 112 . Sangwa S, Mutabazi P: 2025. Assessing the Effectiveness of E-Governance in Public Service Delivery: A Comparative Study of Digitization Efforts in Rwanda, Kenya, and Ghana. Kenya, and Ghana (August 02, 2025). Schein EH: Organization culture and leadership. 5th ed. 2017; Hoboken (NJ): John Wiley & sons. Schoeman I, Chakwizira J: Advancing a performance management tool for service delivery in local government. Administrative Sciences. 2023; 13 (2): 31. Publisher Full Text Secretariat HK: REPUBLIC OF KENYA.2021. Selvakumar P, Sharma R, Kunnathully K, et al. : AI Technologies for Enhancing Democratic Processes. Democracy and Democratization in the Age of AI. IGI Global Scientific Publishing; 2025; pp. 133–152. Semina N, Bachir D: Decentralization reform in Rwanda: A study of achievements and challenges. Journal of Law and Sustainable Development. 2024; 12 (12): e4235–e4235. Publisher Full Text Shabalala SB, Campbell MM: The complexities of trans women’s access to healthcare in South Africa: moving health systems beyond the gender binary towards gender equity. Int. J. Equity Health. 2023; 22 (1): 231. PubMed Abstract | Publisher Full Text | Free Full Text Sharma A, Angadi GR: Equitable and Inclusive Education through Continuous Professional Development of Teachers. Voices of Teachers and Teacher Educators. 2024; 13 (2): 14–23. Sharma R: Organizational culture and change management: strategies for fostering adaptability and resilience. Journal of Advanced Management Studies. 2024; 1 (2): 25–30. Publisher Full Text Sibonde AH, Dassah MO: The relationship between employee motivation and service quality: Case study of a selected municipality in the Western Cape province, South Africa. Africa’s Public Service Delivery and Performance Review. 2021; 9 (1): 499. Publisher Full Text Singh N, Gupta JK, Dwivedi SK, et al. : Right to Information and E-Governance: A Synergistic Approach to Foster Transparency. Public Governance Practices in the Age of AI. IGI Global Scientific Publishing; 2025; pp. 477–500. Smith H, Medero GM, Crane De Narváez S, et al. : Exploring the relevance of ‘smart city’approaches to low-income communities in Medellín, Colombia. GeoJournal. 2023; 88 (1): 17–38. Publisher Full Text Sulasula J: Best Practices in Barangay Governance: A Case Study of the Zamboanga Peninsula Region, Philippines.2024. Suleiman MO: Effective Strategies Leaders Use to Reduce Fraud in the Nigerian Banking Industry. Walden University; 2024. (Doctoral dissertation). Susilo EW: The Battle against Corruption in Indonesia’s Municipalities: A Guide to Diagnosis, Strategy, and Implementation.2023. Tahirs JP, Haerani S, Umar F: The influence of leadership commitment, human capital and work culture on bureaucratic performance through good governance of local governments in South Sulawesi Province. Int. J. Prof. Bus. Rev. 2023; 8 (9): e3443. Publisher Full Text Tarigan A, Gustomo A, Bangun YR: Enhancing fairness in performance appraisals: A conceptual framework through a systematic literature review. Journal of Advances in Humanities Research. 2023; 2 : 202–228. ISSN 2948. Publisher Full Text Thelma CC, Chitondo L: Leadership for sustainable development in Africa: A comprehensive perspective. International Journal of Research Publications. 2024; 5 (2): 2395–2410. Tong Y, Li J: How do developed countries motivate volunteering: A comparative analysis of national recognition awards for volunteers in the United Kingdom, United States, Canada, and Ireland. Social Work and Social Welfare. 2022; 4 (2): 252–262. Publisher Full Text Wang Q, Gan KP, Wei HY, et al. : Public service motivation and public employees’ turnover intention: the role of job satisfaction and career growth opportunity. Pers. Rev. 2024; 53 (1): 99–118. Publisher Full Text Whetsell TA, Kroll A, DeHart-Davis L: Formal hierarchies and informal networks: How organizational structure shapes information search in local government. J. Public Adm. Res. Theory. 2021; 31 (4): 653–669. Publisher Full Text Williams P: Organisational culture: definitions, distinctions and functions. Handbook of research methods for organisational culture. Edward Elgar Publishing; 2022; pp. 5–22. Wrange P: SDG 16: Promote Peaceful and Inclusive Societies for Sustainable Development, Provide Access to Justice for All, and Build Effective, Accountable, and Inclusive Institutions at All Levels.2022. Zacharias T, Rahawarin MA, Yusriadi Y: Cultural reconstruction and organization environment for employee performance. Journal of Ethnic and Cultural Studies. 2021; 8 (2): 296–315. Publisher Full Text Comments on this article Comments (0) Version 1 VERSION 1 PUBLISHED 13 Nov 2025 ADD YOUR COMMENT Comment Author details Author details 1 Public Administration, Kampala International University - Western Campus, Bushenyi, Western Region, Uganda Aisha Asiimwe Roles: Writing – Original Draft Preparation Tom Ongesa Nyamboga Roles: Supervision Asuma Nchanga Cornellius Roles: Supervision Competing interests No competing interests were disclosed. Grant information The author(s) declared that no grants were involved in supporting this work. Article Versions (1) version 1 Published: 13 Nov 2025, 14:1243 https://doi.org/10.12688/f1000research.172472.1 Copyright © 2025 Asiimwe A et al . This is an open access article distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. Download Export To Sciwheel Bibtex EndNote ProCite Ref. Manager (RIS) Sente metrics Views Downloads F1000Research - - PubMed Central info_outline Data from PMC are received and updated monthly. - - Citations open_in_new 0 open_in_new 0 open_in_new SEE MORE DETAILS CITE how to cite this article Asiimwe A, Nyamboga TO and Cornellius AN. Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.12688/f1000research.172472.1 ) NOTE: If applicable, it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS track receive updates on this article Track an article to receive email alerts on any updates to this article. TRACK THIS ARTICLE Share Open Peer Review Current Reviewer Status: ? Key to Reviewer Statuses VIEW HIDE Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Version 1 VERSION 1 PUBLISHED 13 Nov 2025 Views 0 Cite How to cite this report: Ramli AH. Reviewer Report For: Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.5256/f1000research.190201.r443937 ) The direct URL for this report is: https://f1000research.com/articles/14-1243/v1#referee-response-443937 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 29 Jan 2026 Abdul Haeba Ramli , Universitas Esa Unggul, West Jakarta, Indonesia Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.190201.r443937 Article Summary: The article titled "Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16" is a narrative review examining the relationship between organisational culture and employee ... Continue reading READ ALL Article Summary: The article titled "Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16" is a narrative review examining the relationship between organisational culture and employee performance in local governments. The authors employ Schein's Organisational Culture Theory as a theoretical framework and analyse five key cultural practices: leadership, change management, performance management, communication patterns, and employee engagement. Its aim is to understand how these elements shape institutional capacity and inclusive, transparent, and accountable governance, aligning with Sustainable Development Goal (SDG) 16. The review synthesises literature from various developed and developing country contexts published between 2015-2025 and provides theoretical, practical, and policy implications. Detailed Evaluation Based on the Provided Questions: 1. Is the topic of the review discussed comprehensively in the context of the current literature? Answer: Partly Explanation: Strengths: The review topic is broadly discussed in a wide-ranging manner. The article successfully identifies five key pillars of organisational culture relevant to SDG 16. The use of empirical examples from various countries (Finland, South Korea, Kenya, Rwanda, South Africa, etc.) provides the promised multi-context perspective. The timeframe of the literature (2015-2025) also demonstrates an effort to include recent research. Shortcomings and Constructive Criticism: - Non-Transparent Review Methodology: As noted by the first reviewer (Benny Hutahayan), the methodology section is a major weakness. While inclusion and exclusion criteria are mentioned, the article selection process (e.g., the initial number of articles identified, screened, and finally included) is not explained at all. Without a PRISMA flowchart or table outlining this process, the reproducibility and transparency of the scholarly review are questionable. - Unclear Delineation of the Literature "Gap": The introduction and literature review sections, while descriptive and rich in references, lack an explicit and systematic mapping of the specific "gaps" in the literature that this review intends to address. Statements about "filling a gap" exist, but a deep comparative analysis to precisely position this article's contribution within the existing academic conversation is not strong enough. - Depth of Thematic Analysis: The analysis of the literature tends to present findings from other studies grouped by theme, rather than a deep critical synthesis that generates new insights or patterns beyond the sum of its parts. Required Improvements: - Methodology Revision: The authors must revise the "Materials and methods" section by incorporating a systematic explanation of the literature selection process. Adopting PRISMA guidelines for narrative or scoping reviews is recommended. A PRISMA flowchart or table showing the number of search results from each database, screening stages (based on title/abstract, full text), and reasons for exclusion must be added. This is a critical point for the article's scientific validity. - Sharpen "Gap" Analysis: In the introduction and discussion sections, the limitations of prior studies need to be more sharply defined with specific points (e.g., dominance of single-case studies, lack of comparative perspectives across Global North-South contexts, scarcity of research directly linking cultural practices to measurable public service performance indicators) and how this multicontext review uniquely addresses them. - Deepen Synthesis: The review would be stronger if the authors moved beyond describing literature findings to provide more robust critical analysis of contradictions, convergences, and underlying causal mechanisms linking the variables. The "Discussion of literature review findings" section begins this but could be deepened. 2. Are all factual statements correct and adequately supported by citations? Answer: Partly Explanation: - Strengths: Most factual statements, particularly those relating to case study examples from various countries (e.g., the Huduma system in Kenya, Decidim in Barcelona, Imihigo in Rwanda), are supported by relevant and current citations. The reference list is also very comprehensive. - Shortcomings and Constructive Criticism: Unsupported Claims: There are several general statements that lack supporting citations. For example: - Page 3: "In advanced economies, employee performance in local government is increasingly shaped by internal cultural factors..." (paragraph 3). This broad statement requires at least one supporting citation. - Page 4: "Prior studies on employee performance and organization culture within local government settings have largely focused on either external influence..." (paragraph 1). The claim about the focus of "most" prior studies requires supporting references or a review demonstrating this pattern. - Potential Over-generalisation: The use of examples from successful contexts (like Estonia or Singapore) to illustrate a practice can sometimes create the impression that the practice is easily transferable, without adequately acknowledging its contextual complexities and prerequisites in the analysis. Required Improvements: - Complete Citations: Review the entire manuscript to ensure **every** factual statement, claim about literature trends, or characterisation of the current state is supported by at least one appropriate citation. - Nuance Generalisations: When making general statements about "developed" or "developing" countries, include qualifiers such as "in many instances," "most literature indicates," and ensure such claims are followed by cited evidence or examples. 3. Is the review written in accessible language? Answer: Yes Explanation: The article is written in clear, well-structured academic English that is easy to follow. The use of technical terms (e.g., *espoused values*, *underlying assumptions*) is explained within the theoretical framework. The logical flow from introduction, methods, thematic review, discussion, to implications and conclusion is highly coherent. Academics, policymakers, and practitioners in the field of public administration can understand the main arguments presented. 4. Are the conclusions drawn appropriate in the context of the current research literature? Answer: Yes Explanation: The conclusions drawn—that organisational culture, manifested through ethical leadership, adaptive change management, data-driven performance systems, inclusive communication, and employee engagement, is central to local government performance and achieving SDG 16—are highly appropriate given the literature synthesis presented. The proposed policy and future research recommendations (e.g., the need for longitudinal studies, focus on digital equity, strengthening middle management roles) logically stem from the challenges and gaps identified in the literature review. The conclusions do not overstate the findings and reflect the nuances presented in the body of the article. Final Recommendations and Points That Must Be Addressed: This article addresses an important and relevant topic with valuable insights. However, to meet the rigorous standards of scholarly review and become "scientifically sound," revisions **must** focus on: 1. Methodological Transparency (Critical Point): Thoroughly revise the "Materials and Methods" section by incorporating a systematic description of the search, screening, and selection process, preferably using a PRISMA flowchart. This is a prerequisite for acceptance. 2. Consistent Citation Support: Ensure all factual statements and claims about the body of literature are supported by appropriate citations. 3. Sharpen Contribution and "Gap" Analysis: Clarify and systematise the explanation of gaps in the existing literature and how this review specifically contributes to filling them, moving beyond being a compilation of findings. By addressing the methodological weaknesses and improving consistency in evidentiary support, this article has the potential to become a strong contribution to the field of local governance and public administration studies. Is the topic of the review discussed comprehensively in the context of the current literature? Partly Are all factual statements correct and adequately supported by citations? Partly Is the review written in accessible language? Yes Are the conclusions drawn appropriate in the context of the current research literature? Yes Competing Interests: No competing interests were disclosed. Reviewer Expertise: Human Resources Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Ramli AH. Reviewer Report For: Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.5256/f1000research.190201.r443937 ) The direct URL for this report is: https://f1000research.com/articles/14-1243/v1#referee-response-443937 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Views 0 Cite How to cite this report: Hutahayan B. Reviewer Report For: Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.5256/f1000research.190201.r435591 ) The direct URL for this report is: https://f1000research.com/articles/14-1243/v1#referee-response-435591 NOTE: it is important to ensure the information in square brackets after the title is included in this citation. Close Copy Citation Details Reviewer Report 23 Dec 2025 Benny Hutahayan , University of Brawijaya, Malang, East Java, Indonesia Approved with Reservations VIEWS 0 https://doi.org/10.5256/f1000research.190201.r435591 This introduction is comprehensive, rich in references, and very detailed in describing the relationship between organizational culture, employee performance, and the local government context and its connection to SDG 16. The sentence structure is clear, the arguments are strong, and ... Continue reading READ ALL This introduction is comprehensive, rich in references, and very detailed in describing the relationship between organizational culture, employee performance, and the local government context and its connection to SDG 16. The sentence structure is clear, the arguments are strong, and there is integration of international examples from both developed and developing countries. The methodology section is quite confusing. This study uses a literature review method, but the number of articles reviewed is not explicitly stated. I suggest you use the PRISMA guidelines developed by Page et al. (2021): https://doi.org/10.1136/bmj.n71 This aims to increase transparency in the identification, selection, and screening of literature sources, enabling the article selection process to be scientifically justified. This study also outlines the inclusion and exclusion criteria, so researchers must clearly state how many sources were obtained from the database and how many were excluded for not meeting the inclusion criteria. This information needs to be presented in detail to strengthen the credibility and quality of the research methodology. Currently, the methodology section remains a major weakness in your manuscript. Therefore, use the PRISMA guidelines to systematically and transparently describe the article selection process. This Literature Review section is affluent, up-to-date, and well-structured. However, I have a few suggestions. This literature review tends to be very descriptive and does not clearly indicate the theoretical/empirical gaps that your study will fill. To strengthen your manuscript, you can add thematic analysis as part of the literature synthesis process. This approach will help identify patterns, main themes, and relationships between variables in greater depth, resulting in a more comprehensive and structured theoretical understanding. Is the topic of the review discussed comprehensively in the context of the current literature? Yes Are all factual statements correct and adequately supported by citations? Partly Is the review written in accessible language? Yes Are the conclusions drawn appropriate in the context of the current research literature? Yes Competing Interests: No competing interests were disclosed. Reviewer Expertise: Organizational Behavior, Leadership, and Human Resources Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. Close READ LESS CITE CITE HOW TO CITE THIS REPORT Hutahayan B. Reviewer Report For: Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.5256/f1000research.190201.r435591 ) The direct URL for this report is: https://f1000research.com/articles/14-1243/v1#referee-response-435591 NOTE: it is important to ensure the information in square brackets after the title is included in all citations of this article. COPY CITATION DETAILS Report a concern Respond or Comment COMMENT ON THIS REPORT Comments on this article Comments (0) Version 1 VERSION 1 PUBLISHED 13 Nov 2025 ADD YOUR COMMENT Comment keyboard_arrow_left keyboard_arrow_right Open Peer Review Reviewer Status info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Reviewer Reports Invited Reviewers 1 2 Version 1 13 Nov 25 read read Benny Hutahayan , University of Brawijaya, Malang, Indonesia Abdul Haeba Ramli , Universitas Esa Unggul, West Jakarta, Indonesia Comments on this article All Comments (0) Add a comment Sign up for content alerts Sign Up You are now signed up to receive this alert Browse by related subjects keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2026 Ramli A. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 29 Jan 2026 | for Version 1 Abdul Haeba Ramli , Universitas Esa Unggul, West Jakarta, Indonesia 0 Views copyright © 2026 Ramli A. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions Article Summary: The article titled "Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16" is a narrative review examining the relationship between organisational culture and employee performance in local governments. The authors employ Schein's Organisational Culture Theory as a theoretical framework and analyse five key cultural practices: leadership, change management, performance management, communication patterns, and employee engagement. Its aim is to understand how these elements shape institutional capacity and inclusive, transparent, and accountable governance, aligning with Sustainable Development Goal (SDG) 16. The review synthesises literature from various developed and developing country contexts published between 2015-2025 and provides theoretical, practical, and policy implications. Detailed Evaluation Based on the Provided Questions: 1. Is the topic of the review discussed comprehensively in the context of the current literature? Answer: Partly Explanation: Strengths: The review topic is broadly discussed in a wide-ranging manner. The article successfully identifies five key pillars of organisational culture relevant to SDG 16. The use of empirical examples from various countries (Finland, South Korea, Kenya, Rwanda, South Africa, etc.) provides the promised multi-context perspective. The timeframe of the literature (2015-2025) also demonstrates an effort to include recent research. Shortcomings and Constructive Criticism: - Non-Transparent Review Methodology: As noted by the first reviewer (Benny Hutahayan), the methodology section is a major weakness. While inclusion and exclusion criteria are mentioned, the article selection process (e.g., the initial number of articles identified, screened, and finally included) is not explained at all. Without a PRISMA flowchart or table outlining this process, the reproducibility and transparency of the scholarly review are questionable. - Unclear Delineation of the Literature "Gap": The introduction and literature review sections, while descriptive and rich in references, lack an explicit and systematic mapping of the specific "gaps" in the literature that this review intends to address. Statements about "filling a gap" exist, but a deep comparative analysis to precisely position this article's contribution within the existing academic conversation is not strong enough. - Depth of Thematic Analysis: The analysis of the literature tends to present findings from other studies grouped by theme, rather than a deep critical synthesis that generates new insights or patterns beyond the sum of its parts. Required Improvements: - Methodology Revision: The authors must revise the "Materials and methods" section by incorporating a systematic explanation of the literature selection process. Adopting PRISMA guidelines for narrative or scoping reviews is recommended. A PRISMA flowchart or table showing the number of search results from each database, screening stages (based on title/abstract, full text), and reasons for exclusion must be added. This is a critical point for the article's scientific validity. - Sharpen "Gap" Analysis: In the introduction and discussion sections, the limitations of prior studies need to be more sharply defined with specific points (e.g., dominance of single-case studies, lack of comparative perspectives across Global North-South contexts, scarcity of research directly linking cultural practices to measurable public service performance indicators) and how this multicontext review uniquely addresses them. - Deepen Synthesis: The review would be stronger if the authors moved beyond describing literature findings to provide more robust critical analysis of contradictions, convergences, and underlying causal mechanisms linking the variables. The "Discussion of literature review findings" section begins this but could be deepened. 2. Are all factual statements correct and adequately supported by citations? Answer: Partly Explanation: - Strengths: Most factual statements, particularly those relating to case study examples from various countries (e.g., the Huduma system in Kenya, Decidim in Barcelona, Imihigo in Rwanda), are supported by relevant and current citations. The reference list is also very comprehensive. - Shortcomings and Constructive Criticism: Unsupported Claims: There are several general statements that lack supporting citations. For example: - Page 3: "In advanced economies, employee performance in local government is increasingly shaped by internal cultural factors..." (paragraph 3). This broad statement requires at least one supporting citation. - Page 4: "Prior studies on employee performance and organization culture within local government settings have largely focused on either external influence..." (paragraph 1). The claim about the focus of "most" prior studies requires supporting references or a review demonstrating this pattern. - Potential Over-generalisation: The use of examples from successful contexts (like Estonia or Singapore) to illustrate a practice can sometimes create the impression that the practice is easily transferable, without adequately acknowledging its contextual complexities and prerequisites in the analysis. Required Improvements: - Complete Citations: Review the entire manuscript to ensure **every** factual statement, claim about literature trends, or characterisation of the current state is supported by at least one appropriate citation. - Nuance Generalisations: When making general statements about "developed" or "developing" countries, include qualifiers such as "in many instances," "most literature indicates," and ensure such claims are followed by cited evidence or examples. 3. Is the review written in accessible language? Answer: Yes Explanation: The article is written in clear, well-structured academic English that is easy to follow. The use of technical terms (e.g., *espoused values*, *underlying assumptions*) is explained within the theoretical framework. The logical flow from introduction, methods, thematic review, discussion, to implications and conclusion is highly coherent. Academics, policymakers, and practitioners in the field of public administration can understand the main arguments presented. 4. Are the conclusions drawn appropriate in the context of the current research literature? Answer: Yes Explanation: The conclusions drawn—that organisational culture, manifested through ethical leadership, adaptive change management, data-driven performance systems, inclusive communication, and employee engagement, is central to local government performance and achieving SDG 16—are highly appropriate given the literature synthesis presented. The proposed policy and future research recommendations (e.g., the need for longitudinal studies, focus on digital equity, strengthening middle management roles) logically stem from the challenges and gaps identified in the literature review. The conclusions do not overstate the findings and reflect the nuances presented in the body of the article. Final Recommendations and Points That Must Be Addressed: This article addresses an important and relevant topic with valuable insights. However, to meet the rigorous standards of scholarly review and become "scientifically sound," revisions **must** focus on: 1. Methodological Transparency (Critical Point): Thoroughly revise the "Materials and Methods" section by incorporating a systematic description of the search, screening, and selection process, preferably using a PRISMA flowchart. This is a prerequisite for acceptance. 2. Consistent Citation Support: Ensure all factual statements and claims about the body of literature are supported by appropriate citations. 3. Sharpen Contribution and "Gap" Analysis: Clarify and systematise the explanation of gaps in the existing literature and how this review specifically contributes to filling them, moving beyond being a compilation of findings. By addressing the methodological weaknesses and improving consistency in evidentiary support, this article has the potential to become a strong contribution to the field of local governance and public administration studies. Is the topic of the review discussed comprehensively in the context of the current literature? Partly Are all factual statements correct and adequately supported by citations? Partly Is the review written in accessible language? Yes Are the conclusions drawn appropriate in the context of the current research literature? Yes Competing Interests No competing interests were disclosed. Reviewer Expertise Human Resources Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (0) Ramli AH. Peer Review Report For: Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.5256/f1000research.190201.r443937) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/14-1243/v1#referee-response-443937 keyboard_arrow_left Back to all reports Reviewer Report 0 Views copyright © 2025 Hutahayan B. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 23 Dec 2025 | for Version 1 Benny Hutahayan , University of Brawijaya, Malang, East Java, Indonesia 0 Views copyright © 2025 Hutahayan B. This is an open access peer review report distributed under the terms of the Creative Commons Attribution License , which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. format_quote Cite this report speaker_notes Responses (0) Approved With Reservations info_outline Alongside their report, reviewers assign a status to the article: Approved The paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved Fundamental flaws in the paper seriously undermine the findings and conclusions This introduction is comprehensive, rich in references, and very detailed in describing the relationship between organizational culture, employee performance, and the local government context and its connection to SDG 16. The sentence structure is clear, the arguments are strong, and there is integration of international examples from both developed and developing countries. The methodology section is quite confusing. This study uses a literature review method, but the number of articles reviewed is not explicitly stated. I suggest you use the PRISMA guidelines developed by Page et al. (2021): https://doi.org/10.1136/bmj.n71 This aims to increase transparency in the identification, selection, and screening of literature sources, enabling the article selection process to be scientifically justified. This study also outlines the inclusion and exclusion criteria, so researchers must clearly state how many sources were obtained from the database and how many were excluded for not meeting the inclusion criteria. This information needs to be presented in detail to strengthen the credibility and quality of the research methodology. Currently, the methodology section remains a major weakness in your manuscript. Therefore, use the PRISMA guidelines to systematically and transparently describe the article selection process. This Literature Review section is affluent, up-to-date, and well-structured. However, I have a few suggestions. This literature review tends to be very descriptive and does not clearly indicate the theoretical/empirical gaps that your study will fill. To strengthen your manuscript, you can add thematic analysis as part of the literature synthesis process. This approach will help identify patterns, main themes, and relationships between variables in greater depth, resulting in a more comprehensive and structured theoretical understanding. Is the topic of the review discussed comprehensively in the context of the current literature? Yes Are all factual statements correct and adequately supported by citations? Partly Is the review written in accessible language? Yes Are the conclusions drawn appropriate in the context of the current research literature? Yes Competing Interests No competing interests were disclosed. Reviewer Expertise Organizational Behavior, Leadership, and Human Resources Management I confirm that I have read this submission and believe that I have an appropriate level of expertise to confirm that it is of an acceptable scientific standard, however I have significant reservations, as outlined above. reply Respond to this report Responses (0) Hutahayan B. Peer Review Report For: Decentralisation in Action: Understanding Organisational Culture and Employee Performance in Local Governments – A Multicontext Review for Advancing Sustainable Development Goal 16 [version 1; peer review: 2 approved with reservations] . F1000Research 2025, 14 :1243 ( https://doi.org/10.5256/f1000research.190201.r435591) NOTE: it is important to ensure the information in square brackets after the title is included in this citation. The direct URL for this report is: https://f1000research.com/articles/14-1243/v1#referee-response-435591 Alongside their report, reviewers assign a status to the article: Approved - the paper is scientifically sound in its current form and only minor, if any, improvements are suggested Approved with reservations - A number of small changes, sometimes more significant revisions are required to address specific details and improve the papers academic merit. Not approved - fundamental flaws in the paper seriously undermine the findings and conclusions Adjust parameters to alter display View on desktop for interactive features Includes Interactive Elements View on desktop for interactive features Competing Interests Policy Provide sufficient details of any financial or non-financial competing interests to enable users to assess whether your comments might lead a reasonable person to question your impartiality. Consider the following examples, but note that this is not an exhaustive list: Examples of 'Non-Financial Competing Interests' Within the past 4 years, you have held joint grants, published or collaborated with any of the authors of the selected paper. You have a close personal relationship (e.g. parent, spouse, sibling, or domestic partner) with any of the authors. You are a close professional associate of any of the authors (e.g. scientific mentor, recent student). You work at the same institute as any of the authors. You hope/expect to benefit (e.g. favour or employment) as a result of your submission. You are an Editor for the journal in which the article is published. Examples of 'Financial Competing Interests' You expect to receive, or in the past 4 years have received, any of the following from any commercial organisation that may gain financially from your submission: a salary, fees, funding, reimbursements. You expect to receive, or in the past 4 years have received, shared grant support or other funding with any of the authors. You hold, or are currently applying for, any patents or significant stocks/shares relating to the subject matter of the paper you are commenting on. Stay Updated Sign up for content alerts and receive a weekly or monthly email with all newly published articles Register with F1000Research Already registered? Sign in Not now, thanks close PLEASE NOTE If you are an AUTHOR of this article, please check that you signed in with the account associated with this article otherwise we cannot automatically identify your role as an author and your comment will be labelled as a “User Comment”. If you are a REVIEWER of this article, please check that you have signed in with the account associated with this article and then go to your account to submit your report, please do not post your review here. If you do not have access to your original account, please contact us . All commenters must hold a formal affiliation as per our Policies . The information that you give us will be displayed next to your comment. User comments must be in English, comprehensible and relevant to the article under discussion. We reserve the right to remove any comments that we consider to be inappropriate, offensive or otherwise in breach of the User Comment Terms and Conditions . Commenters must not use a comment for personal attacks. When criticisms of the article are based on unpublished data, the data should be made available. I accept the User Comment Terms and Conditions Please confirm that you accept the User Comment Terms and Conditions. Affiliation ✕ refresh Please enter your institution. Note: To add your institution or organisation, start typing the name and then select the correct name from the list. Where applicable, the name will appear in both the original language and in English. Do not paste in the name. If the name does not appear in the drop-down list, we will display the information you have entered. ✕ refresh Country/Region * USA UK Canada China France Germany Afghanistan Aland Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory British Virgin Islands Brunei Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos (Keeling) Islands Colombia Comoros Congo Cook Islands Costa Rica Cote d'Ivoire Croatia Cuba Cyprus Czech Republic Democratic Republic of the Congo Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands Faroe Islands Federated States of Micronesia Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and Mcdonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iran Iraq Ireland Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Kosovo (Serbia and Montenegro) Kuwait Kyrgyzstan Lao People's Democratic Republic Latvia Lebanon Lesotho Liberia Libya Liechtenstein Lithuania Luxembourg Macao Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Minor Outlying Islands of the United States Moldova Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island North Korea North Macedonia Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda Saint Helena Saint Kitts and Nevis Saint Lucia Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Seychelles Sierra Leone Singapore Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia and the South Sandwich Is South Korea South Sudan Spain Sri Lanka Sudan Suriname Svalbard and Jan Mayen Swaziland Sweden Switzerland Syria Taiwan Tajikistan Tanzania Thailand The Gambia The Netherlands Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu UK USA Uganda Ukraine United Arab Emirates United States Virgin Islands Uruguay Uzbekistan Vanuatu Venezuela Vietnam Wallis and Futuna West Bank and Gaza Strip Western Sahara Yemen Zambia Zimbabwe Please select your country/region. You must enter a comment. Competing Interests Please disclose any competing interests that might be construed to influence your judgment of the article's or peer review report's validity or importance. Competing Interests Policy Provide sufficient details of any financial or non-financial competing interests to enable users to assess whether your comments might lead a reasonable person to question your impartiality. Consider the following examples, but note that this is not an exhaustive list: Examples of 'Non-Financial Competing Interests' Within the past 4 years, you have held joint grants, published or collaborated with any of the authors of the selected paper. You have a close personal relationship (e.g. parent, spouse, sibling, or domestic partner) with any of the authors. You are a close professional associate of any of the authors (e.g. scientific mentor, recent student). You work at the same institute as any of the authors. You hope/expect to benefit (e.g. favour or employment) as a result of your submission. You are an Editor for the journal in which the article is published. Examples of 'Financial Competing Interests' You expect to receive, or in the past 4 years have received, any of the following from any commercial organisation that may gain financially from your submission: a salary, fees, funding, reimbursements. You expect to receive, or in the past 4 years have received, shared grant support or other funding with any of the authors. You hold, or are currently applying for, any patents or significant stocks/shares relating to the subject matter of the paper you are commenting on. Please state your competing interests The comment has been saved. An error has occurred. Please try again. Cancel Post var lTitle = "Decentralisation in Action: Understanding...".replace("'", ''); var linkedInUrl = "http://www.linkedin.com/shareArticle?url=https://f1000research.com/articles/14-1243/v1" + "&title=" + encodeURIComponent(lTitle) + "&summary=" + encodeURIComponent('Read the article by '); var deliciousUrl = "https://del.icio.us/post?url=https://f1000research.com/articles/14-1243/v1&title=" + encodeURIComponent(lTitle); var redditUrl = "http://reddit.com/submit?url=https://f1000research.com/articles/14-1243/v1" + "&title=" + encodeURIComponent(lTitle); linkedInUrl += encodeURIComponent('Asiimwe A et al.'); var offsetTop = /chrome/i.test( navigator.userAgent ) ? 4 : -10; var addthis_config = { ui_offset_top: offsetTop, services_compact : "facebook,twitter,www.linkedin.com,www.mendeley.com,reddit.com", services_expanded : "facebook,twitter,www.linkedin.com,www.mendeley.com,reddit.com", services_custom : [ { name: "LinkedIn", url: linkedInUrl, icon:"/img/icon/at_linkedin.svg" }, { name: "Mendeley", url: "http://www.mendeley.com/import/?url=https://f1000research.com/articles/14-1243/v1/mendeley", icon:"/img/icon/at_mendeley.svg" }, { name: "Reddit", url: redditUrl, icon:"/img/icon/at_reddit.svg" }, ] }; var addthis_share = { url: "https://f1000research.com/articles/14-1243", templates : { twitter : "Decentralisation in Action: Understanding Organisational Culture.... Asiimwe A et al., published by " + "@F1000Research" + ", https://f1000research.com/articles/14-1243/v1" } }; if (typeof(addthis) != "undefined"){ addthis.addEventListener('addthis.ready', checkCount); addthis.addEventListener('addthis.menu.share', checkCount); } $(".f1r-shares-twitter").attr("href", "https://twitter.com/intent/tweet?text=" + addthis_share.templates.twitter); $(".f1r-shares-facebook").attr("href", "https://www.facebook.com/sharer/sharer.php?u=" + addthis_share.url); $(".f1r-shares-linkedin").attr("href", addthis_config.services_custom[0].url); $(".f1r-shares-reddit").attr("href", addthis_config.services_custom[2].url); $(".f1r-shares-mendelay").attr("href", addthis_config.services_custom[1].url); function checkCount(){ setTimeout(function(){ $(".addthis_button_expanded").each(function(){ var count = $(this).text(); if (count !== "" && count != "0") $(this).removeClass("is-hidden"); else $(this).addClass("is-hidden"); }); }, 1000); } close How to cite this report {{reportCitation}} Cancel Copy Citation Details $(function(){R.ui.buttonDropdowns('.dropdown-for-downloads');}); $(function(){R.ui.toolbarDropdowns('.toolbar-dropdown-for-downloads');}); $.get("/articles/acj/172472/190201") new F1000.Clipboard(); new F1000.ThesaurusTermsDisplay("articles", "article", "190201"); $(document).ready(function() { $( "#frame1" ).on('load', function() { var mydiv = $(this).contents().find("div"); var h = mydiv.height(); console.log(h) }); var tooltipLivingFigure = jQuery(".interactive-living-figure-label .icon-more-info"), titleLivingFigure = tooltipLivingFigure.attr("title"); tooltipLivingFigure.simpletip({ fixed: true, position: ["-115", "30"], baseClass: 'small-tooltip', content:titleLivingFigure + " " }); tooltipLivingFigure.removeAttr("title"); $("body").on("click", ".cite-living-figure", function(e) { e.preventDefault(); var ref = $(this).attr("data-ref"); $(this).closest(".living-figure-list-container").find("#" + ref).fadeIn(200); }); $("body").on("click", ".close-cite-living-figure", function(e) { e.preventDefault(); $(this).closest(".popup-window-wrapper").fadeOut(200); }); $(document).on("mouseup", function(e) { var metricsContainer = $(".article-metrics-popover-wrapper"); if (!metricsContainer.is(e.target) && metricsContainer.has(e.target).length === 0) { $(".article-metrics-close-button").click(); } }); var articleId = $('#articleId').val(); if($("#main-article-count-box").attachArticleMetrics) { $("#main-article-count-box").attachArticleMetrics(articleId, { articleMetricsView: true }); } }); var figshareWidget = $(".new_figshare_widget"); if (figshareWidget.length > 0) { window.figshare.load("f1000", function(Widget) { // Select a tag/tags defined in your page. In this tag we will place the widget. _.map(figshareWidget, function(el){ var widget = new Widget({ articleId: $(el).attr("figshare_articleId") //height:300 // this is the height of the viewer part. [Default: 550] }); widget.initialize(); // initialize the widget widget.mount(el); // mount it in a tag that's on your page // this will save the widget on the global scope for later use from // your JS scripts. This line is optional. //window.widget = widget; }); }); } close Error Close Add Reset F1000.MICROSERVICES.AFFILIATION = ''; $(document).ready(function () { $('.js-affiliations-form').each((index, form) => { new AffiliationForm({ formId: form.id, institutionErrorSelector: '.comment-enter-institution', departmentErrorSelector: '.comment-enter-department', placeSelector: '.js-add-comment-place', stateSelector: '.js-add-comment-state', zipCodeSelector: '.js-add-comment-zipcode', countrySelector: '.js-add-comment-country', countryErrorSelector: '.comment-enter-country', }); }); }); $(document).ready(function () { var reportIds = { "432838": 0, "432839": 0, "435591": 1, "432837": 0, "432846": 0, "435598": 0, "435599": 0, "432844": 0, "435596": 0, "432845": 0, "435597": 0, "432842": 0, "435594": 0, "432843": 0, "435595": 0, "432840": 0, "435592": 0, "432841": 0, "435593": 0, "435600": 0, "443934": 0, "443935": 0, "443933": 0, "443942": 0, "443940": 0, "443941": 0, "443938": 0, "443939": 0, "443936": 0, "443937": 1, }; $(".referee-response-container,.js-referee-report").each(function(index, el) { var reportId = $(el).attr("data-reportid"), reportCount = reportIds[reportId] || 0; $(el).find(".comments-count-container,.js-referee-report-views").html(reportCount); }); var uuidInput = $("#article_uuid"), oldUUId = uuidInput.val(), newUUId = "267fbfed-8a2a-4e9f-8c5e-67c020a683e9"; uuidInput.val(newUUId); $("a[href*='article_uuid=']").each(function(index, el) { var newHref = $(el).attr("href").replace(oldUUId, newUUId); $(el).attr("href", newHref); }); }); An innovative open access publishing platform offering rapid publication and open peer review, whilst supporting data deposition and sharing. Browse Gateways Collections How it Works Contact For Developers Cookie Notice Privacy Notice RSS Submit Your Research Follow us © 2012-2026 F1000 Research Ltd. ISSN 2046-1402 | Legal | Partner of Research4Life • CrossRef • ORCID • FAIRSharing R.templateTests.simpleTemplate = R.template(' $text $text $text $text $text '); R.templateTests.runTests(); var F1000platform = new F1000.Platform({ name: "f1000research", displayName: "F1000Research", hostName: "f1000research.com", id: "1", editorialEmail: "[email protected]", infoEmail: "[email protected]", usePmcStats: true }); $(function(){R.ui.dropdowns('.dropdown-for-authors, .dropdown-for-about, .dropdown-for-myresearch');}); // $(function(){R.ui.dropdowns('.dropdown-for-referees');}); $(document).ready(function () { if ($(".cookie-warning").is(":visible")) { $(".sticky").css("margin-bottom", "35px"); $(".devices").addClass("devices-and-cookie-warning"); } $(".cookie-warning .close-button").click(function (e) { $(".devices").removeClass("devices-and-cookie-warning"); $(".sticky").css("margin-bottom", "0"); }); $("#tweeter-feed .tweet-message").each(function (i, message) { var self = $(message); self.html(linkify(self.html())); }); $(".partner").on("mouseenter mouseleave", function() { $(this).find(".gray-scale, .colour").toggleClass("is-hidden"); }); }); Sign In Remember me Forgotten your password? Sign In Cancel Email or password not correct. Please try again Please wait... $(function(){ // Note: All the setup needs to run against a name attribute and *not* the id due the clonish // nature of facebox... $("a[id=googleSignInButton]").click(function(event){ event.preventDefault(); $("input[id=oAuthSystem]").val("GOOGLE"); $("form[id=oAuthForm]").submit(); }); $("a[id=facebookSignInButton]").click(function(event){ event.preventDefault(); $("input[id=oAuthSystem]").val("FACEBOOK"); $("form[id=oAuthForm]").submit(); }); $("a[id=orcidSignInButton]").click(function(event){ event.preventDefault(); $("input[id=oAuthSystem]").val("ORCID"); $("form[id=oAuthForm]").submit(); }); }); If you've forgotten your password, please enter your email address below and we'll send you instructions on how to reset your password. The email address should be the one you originally registered with F1000. Email address not valid, please try again You registered with F1000 via Google, so we cannot reset your password. To sign in, please click here . If you still need help with your Google account password, please click here . You registered with F1000 via Facebook, so we cannot reset your password. To sign in, please click here . If you still need help with your Facebook account password, please click here . Code not correct, please try again Reset password Cancel Email us for further assistance. Server error, please try again. If your email address is registered with us, we will email you instructions to reset your password. If you think you should have received this email but it has not arrived, please check your spam filters and/or contact for further assistance. Please wait... Register $(document).ready(function () { signIn.createSignInAsRow($("#sign-in-form-gfb-popup")); $(".target-field").each(function () { var uris = $(this).val().split("/"); if (uris.pop() === "login") { $(this).val(uris.toString().replace(",","/")); } }); });