Effect of Organization Culture on Strategy Implementation among Energy Generation Firms in Kenya
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A successful strategy execution is critical for an organization's success. Organizations, on the other hand, fail to implement more than 70% of their strategic initiatives. This is ascribed to bad organizational culture, because successful strategy execution necessitates the participation of a supportive organizational culture. The study's main goal was to determine the impact of organizational culture on strategy execution in Kenyan energy producing enterprises. The study's particular aims were to evaluate the influence of dominating features on strategy implementation among Kenyan energy generation enterprises; and to investigate the effect of organizational communication, employee management, and organizational glue on strategy implementation among Kenyan energy generation companies. A descriptive research design was applied in this study. The target population was 493 comprising of management staff and section heads from head offices of Vivo Energy Company, Kengen, Kenya solar energy limited and Kenya power limited. The sample size was 128. Primary data was collected through the use of structured questionnaires, because of the nature of the variables where the opinions, perceptions and feeling of the respondents were sought. The study instruments were distributed among the targeted respondents using various points of reference like the managers of departments. The returned questionnaires were checked for consistency, cleaned, and the useful ones coded and analyzed using the Statistical Package for Social Scientists (SPSS) computer software. After collecting data responses from the questionnaire, the researcher analyzed the quantitative data using descriptive statistics by applying the statistical Package for Social Science (SPSS V.25.0). Inferential data analysis was done using multiple regression analysis. Findings were presented in tables. According to the findings, the firm has information and communication systems in place to assist strategy implementation. Furthermore, the study discovered that formal processes regulate what people do. According to the findings of the study, written communication is the most commonly employed mode of communication in Kenyan energy-generating enterprises. The study did not determine whether staff implemented plans on time. The study also discovered that performance evaluations are not utilized to choose people who would engage in plan implementation. The study discovered that senior management has a significant effect on strategy execution and has enormous power over the firm. The study concluded that dominant characteristics had the greatest impact on strategy implementation among Kenyan energy generation firms, preceded by organizational glue, employee management, and organizational communication, with organizational communication having the least impact on strategy implementation among Kenyan energy generation firms. The research proposes that energy generation enterprises increase organizational leadership in order to promote effective strategy implementation, since it has been proven to favorably affect successful strategy implementation. There is also a requirement for organizational members to have a sense of belonging to the firm and a work structure that is aligned with the organization's overall goals.