Does Culture Eat Talent? A Quantitative Study Exploring the Relationship Between Organizational Culture and Turnover Intentions in Conservation Organizations

Talent retention can be a significant challenge within organizations, especially when turnover intention (TI) is high. High TI indicates that employees experience low job satisfaction, lack organizational commitment, and perceive more opportunities outside the organization; consequently, they consider leaving, which can disrupt organizational stability and effectiveness. This study examined the relationships of perceived and preferred organizational culture (OC) and TI among a sample of 217 individuals from the conservation workforce. Of these participants, 121 were associated with 15 conservation organizations that participated, and the remaining 96 participants were acquired through conservation networks. Participants responded to an online survey that combined the Organizational Culture Assessment Instrument (OCAI) and the shortened Turnover Intention Scale (TIS-6). The results showed noteworthy correlations among various dimensions of OC and TI. Specifically, perceived clan and adhocracy cultures negatively correlated with TI, whereas perceived market and hierarchy cultures displayed positive correlations. Participants expressed an OC preference for enhancing collaboration (clan) and creativity (adhocracy) while decreasing competitiveness (market) and control (hierarchy). In addition, the TIS-6 scores fell within the moderate range, indicating organizational ambivalence. These findings highlight the importance of internal cultural alignment in reducing TI and retaining talent in conservation organizations. Diagnosing the perceived and preferred OC means conservation organizations, like the ecosystems they serve, can support needed changes to sustain talent in the same way biodiversity is prioritized.