The purpose of this study is to determine the effect of organisational culture on the commitment of officers in the Bangladesh Civil Service (BCS; Administration) cadre. The study examines the relationships between four organisational cultural characteristics and a three-component commitment model. The quantitative data analysis was conducted using data collected via a survey from 211 respondents. The research findings indicate that mission, one of the organisational cultural traits, has a significant impact on the affective, normative and continuing commitment of the BCS (Administration) cadre. Only normative commitment is strongly influenced by involvement, another organisational cultural characteristic. This study’s findings will contribute to the body of knowledge about organisational culture and employee commitment in public organisations. This result can be used to increase officer commitment by top management or the responsible departments. If officers remain committed to the service, this will ultimately result in an increase in productivity, performance and efficiency, as well as a decrease in absenteeism and an increase in officer morale. This will ultimately add value to the services provided to the general public in Bangladesh, as the administration cadre is critical in formulating and implementing public policies.

Improved assessments can help to increase the awareness of the successes or failures of the contribution made by social enterprises and events. The challenge is that there is no common standard for social impact assessment. This article aims to contribute to this contemporary discussion on impact measurement of social enterprises and events, proposing a measuring framework. The framework offers utility for inclusive stakeholder collaboration and the incorporation of diverse developmental theories. It highlights the systematic link between contextual insight on states of disequilibrium, opportunities and developmental ideas. As a diagnostic tool, the social-economic impact framework offers utility to stakeholders as it coordinates and guides the processes to identify and communicate a contextual theory of change. It promotes inclusive collaboration reflective processes, offering guidance to stakeholders as they explore insight into the contextual disequilibrium and the opportunity tension it creates, aligned with a theory of change that offers progressive developmental impact.