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The conceptualization of policies as mobile and mutable knowledge\udis the key feature of the recent debate on policy mobilities. Policy\udmobility studies have focused on the movement and translation of policies as well as\udon the impact of mobile policies on policy-making processes and governed\udspaces. Given that policy mobilities have mainly been examined in comparable\udinstitutional contexts, the current debate has neglected the role of\udorganizational culture in the translation of policies. Organizational culture\udis understood as a set of shared assumptions that guide what happens in\udorganizations by defining appropriate practices of policy making. The case\udstudy, South Korean adaptation policy, illustrates that organizational\udculture has a significant impact on the translation of mobile adaptation\udpolicy. Besides the claim to consider organizational culture more prominently\udin the field of policy mobility studies, this paper illustrates the\udtranslation process of adaptation policy in the South Korean political\udsystem. The practices in South Korean political institutions dealing with\udclimate change adaptation are highly characterized by the avoidance of risks.\udThe propensity to avoid risks leads policy makers to focus on technical\udsolutions to climate change adaptation and to neglect the participation of\udcivil society

The role of organizational culture in policy mobilities – the case of South Korean climate change adaptation policies