Economy & Business, Volume 18, 2024

Abstract: This study explores the relationship between organizational culture types (clan, adhocracy, hierarchy, and market) and Generation Z's (Gen Z) intentions to work for companies embodying strong cultures, as well as their interest in learning about these cultures during job interviews. It integrates Social Identity Theory (SIT) to understand how alignment between personal and organizational values influences engagement. A survey of 101 young respondents utilized multiple regression analysis to assess these relationships. Results indicated that clan culture significantly correlates with the intention to work in a company with a strong culture, reflecting Gen Z's preference for collaborative and community-oriented environments. Conversely, adhocracy culture exhibited a negative relationship with the intention to work, suggesting a disinterest in fast-paced, innovative settings that may lack stability, even as there exists a curiosity about such cultures during interviews. Market culture showed a positive association, indicating Gen Z's attraction to competitive environments with clear success metrics. Notably, the hierarchy culture yielded no significant preference among respondents, emphasizing a generational shift away from rigid structures. The findings underscore Gen Z's desire for meaningful, stable workplaces that align with their values, while also valuing environments that offer opportunities for achievement and growth. Organizations aiming to attract and retain Gen Z talent must balance innovation with community orientation, stability, and purpose. This study contributes to the literature by illustrating the nuanced preferences of a new generation entering the workforce, indicating a need for adaptable organizational practices that resonate with younger employees’ evolving expectations. Future research should delve deeper into these dynamics to support effective talent retention strategies in an ever-changing labor landscape.