Organizational Culture and Strategy Execution at Commission for University Education, Kenya

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dc.contributor.authorMurunga, Edgar Sikuku
dc.contributor.authorKarugu, Jane Esther
dc.date.accessioned2020-11-03T09:16:47Z
dc.date.available2020-11-03T09:16:47Z
dc.date.issued2019
dc.descriptionAn Article Published in International Journal of Current Aspects,en_US
dc.description.abstractThe effectiveness of an organization depends largely on how well the culture aligns with the organizational strategy. Boosting collaboration and fortifying culture prompts productive execution of organizational strategy. However conflict may arise between an organizational culture and the strategy, making the organizational culture a stumbling block to the success of the strategy. This study sought to find out the influence of organizational culture on strategy execution at Commission for University Education. It was guided by the following objectives; to examine the influence of consistency culture on strategy execution at Commission for University Education in Kenya; to determine the influence of mission culture on strategy execution at Commission for University Education in Kenya; to find out the influence of adaptability culture on strategy execution at Commission for University Education in Kenya and to establish the influence of involvement culture on strategy execution at Commission for University Education in Kenya. The study was guided by Denison Model and Resource Based View Theory. Descriptive research design was used in this study. The staff members at Commission for University Education formed the study’s target population. Both stratified and simple random samplings were employed in this study. The study used questionnaires as the main method of collecting data. The questionnaires were structured into closed-ended questions by use of multiple choice and likert questions. Statistical Package for Social Science (SPSS) version 20 was used to enter and analyze quantitative data. Output data was presented in form of tables showing the frequency, percentage and standard deviation. Results indicated that consistency had the highest influence on strategy execution (B=0.684). This was followed by involvement (B=0.476) and mission (B=0.203). Adaptability has the least influence on the dependent variable (B=0.096). The study concludes that consistency has the highest significant influence on strategy execution. The study also concludes that involvement culture is significant in steering towards an organizations strategy execution. The study further establishes that mission culture and adaptability culture play a significant role in influencing strategy execution. The study finally concludes that organizational culture is significant in steering towards an organizations strategy execution. The study recommends that government should emphasize on the need of aligning the company mission with the operations of the organization. Companies should consider involving their employees in decision making for them to feel part of the organization.en_US
dc.identifier.citationMurunga, E., & Karugu, J. (2019). Organizational Culture and Strategy Execution at Commission for University Education, Kenya. International Journal of Current Aspects , 3(V), 76 90. https://doi.org/10.35942/ijcab.v3iV.62en_US
dc.identifier.issn2616-6976
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/20793
dc.language.isoenen_US
dc.publisherIJCAB Publishing Groupen_US
dc.subjectOrganizational Cultureen_US
dc.subjectMission Cultureen_US
dc.subjectAdaptability Cultureen_US
dc.subjectConsistency Cultureen_US
dc.subjectInvolvement Cultureen_US
dc.subjectStrategy Executionen_US
dc.subjectCommission for University Educationen_US
dc.titleOrganizational Culture and Strategy Execution at Commission for University Education, Kenyaen_US
dc.typeArticleen_US
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