| dc.description.abstract | 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. | en_US |
