INTEGRATED ORGANIZATIONAL GOVERNANCE IN THE PUBLIC SECTOR:

EVIDENCE OF THE ASSOCIATION BETWEEN GOVERNANCE PRACTICES AND INSTITUTIONAL MATURITY

Abstract

This article proposes and empirically validates a theoretical model that links governance practices, integrated organizational governance, and organizational maturity within the context of public organizations. The research is based on the assumption that adopting governance practices aligned with ESG (Environmental, Social, and Governance) principles can strengthen the institutional capacity to generate public value sustainably. To this end, a data collection instrument was developed based on specific and validated scales, applied to a sample of public servants. The analysis was conducted using structural equation modeling, which enabled the verification of the statistical robustness of the relationships among the constructs. The results indicate that well-structured governance practices positively influence integrated organizational governance, which, in turn, directly impacts levels of organizational maturity. The study also highlights that organizational maturity is not a fixed state, but a continuous process of institutionalizing practices that promote transparency, accountability, and strategic alignment. This article makes a significant contribution by proposing a model applicable to the assessment and improvement of governance in the public sector, with the potential to guide strategic decisions, institutional policies, and future research in the field. By integrating dimensions traditionally addressed in isolation, the study presents a holistic and strategic approach to public governance, with the potential for academic and institutional transformation.