Moderating effect of organizational culture on the implementation of turnaround strategy

Ayiecha, Francis O. O.; Senaji, Thomas Anyanje

doi:10.9790/487x-16418893

Cited by 5 publications

(5 citation statements)

References 20 publications

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“…Authoritative culture can shape organization"s limit with regards to and openness to change like the capacity define the rate and effectiveness of execution of tasks and additionally based on the abilities and skills of the individual leaders (Ayiecha & Senaji, 2014). Dortenzio ( 2012) in a study on Australian companies noted that there are factors which tend to influence the organizational planned change process.…”

Section: Literature Reviewmentioning

confidence: 99%

Influence of Organizational Culture on Strategic Change Management in Makueni County Government, Kenya

MULWA,

KILONZO (PhD),

OCHIENG (Ph.D)

2020

strategicjournals.com

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Strategic change management as a set of flexible actions and choices that give rise to design and execution of plans that achieves overall organizational objectives is absolutely necessary in the wake of fluidly global political, economic and technological environment. It is the fulcrum that enables organizations to respond with agility, adaptability and to align to the events acting with and surrounding modern business and political entities. A lot of studies have been undertaken in the area of change management in a bid to elucidate on the practice of strategic change management commercial business set ups. However, there is dearth of literature that underpins the influence of organizational culture on implementation of strategic change management in the recent county governance system in Kenya, more specifically in the Makueni county government. This study therefore embarked on studying the aforementioned factor using the theoretical foundation of Kotter's change management model. A theoretical model was developed and tested based on the hypothesized relationship between organizational culture and strategic change management. Using descriptive survey design and target population of 4100 employees of the county government of Makueni as the county human resource database, 2018, the study obtained data from a sample of 351 employees using simple random sampling methods. The study used questionnaires to collect primary data. Pilot test was done using 10% of the questionnaires before corrections were appropriately done and the questionnaires administered to the respondents using drop and pick method. The study data was analyzed using both descriptive and inferential statistics and with the help of SPSS version 20. The study found that organizational culture determined strategic change management implementation at the county government of Makueni with organizational leadership and organizational culture having greater influence at R 2 being 0.850 and 0.862 respectively. The study concluded that implementation of strategic change management was explained by organizational culture. The study model was significant with all p values being less than 0.05. The study therefore recommended that county governance systems must consider re-designing, configuring and orienting their key physical resources and human resources practices and activities as a way of adding strategic change management into their corporate strategy and operations.

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Section: Literature Reviewmentioning

confidence: 99%

Influence of Organizational Culture on Strategic Change Management in Makueni County Government, Kenya

MULWA,

KILONZO (PhD),

OCHIENG (Ph.D)

2020

strategicjournals.com

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“…Empirical evidence on the influence of culture on strategy implementation factor on performance indicate that organizational culture represents the collective values, beliefs and principles of organizational members which in turn presents an opportunity for the organization to perform better in given environmental presentations (Akinyi, 2015).Academic literature on the influence of culture on organizational performance advance the idea that differing cultures as well as subcultures make the distinctions in organizational performance. Although a company may have its own unique culture, larger organizations often have co-existing or conflicting subcultures because each subculture is linked to a different management team (Ayiecha, 2014).This theory however did not exhaust all the aspects of culture inherent in organisations. There are most aspects of culture than what the theory presupposes.…”

Section: Statement Of the Problemmentioning

confidence: 99%

Influence of Strategy Implementation Factors on Organizational Performance: A Case of National Hospital Insurance Fund, Machakos County Branch

LENAYAPA,

MUHOHO (Ph.D),

MUIA

2020

strategicjournals.com

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The general objective of the study was to determine the influence of strategy implementation factors on the performance of the NHIF, Machakos county branch. The variables studied included organizational structure, organizational culture, organizational leadership and organizational resources as they influence the performance of NHIF, Machakos county branch. The study was anchored on four theories, namely organizational culture theory, organizational leadership theory, Hagin's Eight Model and the Resource based view theory. The study adopted a descriptive survey study design. The target population comprised 30 staff members in Machakos county NHIF Branch. In this study 26 of the respondents returned their questionnaires dully filled. A semi-structured questionnaire was used to collect the data required for analysis. The research instrument was administered by the through email and analysed using SPSS. From the study findings the study established a positive significant relationship between all the strategy implementation factors and the performance of the NHIF Machakos County. The study findings established the existence of and a significant correlation between organizational structure and strategy implementation. The findings established a positive relationship between organizational leadership and strategy implementation. The study also established a positive significant relationship between organizational culture and strategy implementation. Lastly the study found the existence of a highly significant positive correlation between organizational resources, strategy implementation and organizational performance. The study concluded that NHIF needed to get rid of the culture of inefficiency and promote the culture of employee involvement in decision making and improve on resource allocation timelines and adequacy. The study further recommended that NHIF should align its organization structure with its organization strategy for improved performance. The study also recommended that NHIF should adopt a wide span of control in its management practice in strategy implementation for improved performance.

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“…The organizational adapting function requires that as the environmental changes, the structure and the processes of the organization which go through the change to meet the new environmental situations (Courtright & Smudde, 2009;Veskaisri et al, 2007). Innovative organizations tend to do more in favor of the organization (Ayiecha & A. Senaji, 2014;Homer et al, 2014). They not only adapt to the environmental change, but also use their resources and skills to create new environmental conditions, e.g., by introducing new products or services never offered before (Subhan et al, 2014).…”

Section: Performance Of Smes In Pakistanmentioning

confidence: 99%

The effect of innovative cultural processes on performance of small and medium size enterprises

Salman¹,

Arshad²,

Bakar³

et al. 2018

10.5267/j.msl

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The purpose of this study is to identify the influence of innovative cultural processes (ICP) on SMEs performance in Punjab, Pakistan. Data was collected through survey method. 60 usable questionnaires were used for collecting the information from SMEs CEOs/owners/senior managers from Punjab, Pakistan. Research design was consisted on developing the hypothetical framework with innovative cultural processes set as an independent variable to test SMEs performance as a dependent variable. Validity and reliability of the scale were assessed by experts and also a small set of the data was used for analysis through SPSS version 20.0 and PLS-SEM 3.0 for analyzing the effect. The results of the research confirmed the validity and reliability of the instrument used in this study. The findings of this study also validate the empirical linkage between capturing ICP and SMEs performance in Punjab, Pakistan. This study has some practical implications especially for SMEs in Pakistan and recommendations to have ICP for enhancing the performance of SMEs.

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Moderating effect of organizational culture on the implementation of turnaround strategy

Cited by 5 publications

References 20 publications

Influence of Organizational Culture on Strategic Change Management in Makueni County Government, Kenya

Influence of Organizational Culture on Strategic Change Management in Makueni County Government, Kenya

Influence of Strategy Implementation Factors on Organizational Performance: A Case of National Hospital Insurance Fund, Machakos County Branch

The effect of innovative cultural processes on performance of small and medium size enterprises

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