Abstract
This study examines the impact of organizational culture on employee motivation from the perspective of agile management methodologies. Drawing on Daniel H. Pink's (2009) Motivation 3.0 theory and Cameron and Quinn's (2006) Competing Values Framework (CVF) model, the study analyzes the impact of flexible and adaptable culture types on motivation in modern organizations. A mixed research design was adopted, combining quantitative and qualitative methods. Quantitative data were collected using the Organizational Culture Assessment Tool (OCAI) and a motivation scale adapted from Pink's theory, while qualitative data were obtained through semi-structured interviews and participant observation. Two organizations, one implementing agile management and the other maintaining a traditional management approach, were examined as part of the comparative analysis. Statistical analyses revealed that organizational culture has a significant and positive impact on employee motivation. Specifically, clan and adhocracy cultures based on flexibility, collaboration, and innovation were found to strengthen intrinsic motivational dimensions such as autonomy, purpose, and mastery. Qualitative findings also indicate that agile work environments offer employees greater empowerment and creativity opportunities. The study highlights the critical mediating role of organizational culture in the effectiveness of agile methodologies and offers conceptual and practical recommendations for organizations seeking to increase motivation. Furthermore, by combining the Motivation 3.0 and CVF models, it provides unique contributions to the literature on the human dimension of agile transformation. Keywords: organizational culture, employee motivation, agile management, motivation 3.0, competing values framework, organizational behavior