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School of Business and Economics

Permanent URI for this collectionhttp://41.89.31.6:4000/handle/123456789/320

Welcome to School of Business and Economics collection.This collection contains Journal articles published by faculty affiliated to the school.

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    Organizational culture and strategy implementation: Trompenaar’s culture typology perspective
    (Journal of Business and Management (IOSR-JBM), 2019-07) Ntongai, David; Senaji, Thomas A; King’oriah, George
    Most formulated strategies do not end up being successfully implemented are a result of a number of factors leading to interest in examining how culture may be related to strategy implementation. In this study, we examined the relationship between organization culture and strategy implementation using a survey of 129 respondents from 43 commercial banks in Kenya. Trompenaars four culture types were used for organizational culture while strategy implementation was operationalised and measured using three subconstructs:organization communication, policy framework and short-term objectives. We found significant relationship between organization culture and strategy implementation. Specifically cultures that are formal and task oriented (Guided missile and Eiffel tower)were more significantly related to strategy implementation (organization communication, policy framework and short-term objectives), compared with those that were person oriented, such as family cultures. Being among the first attempts to use Trompenaars culture topology to study the relationship between organization culture and strategy implementation, these findings have important implications for managers with regard to what cultures to promote in the banks and possibly other organisations in order to improve strategy implementation, and hence successful organization performance.
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    Relationship between Organizational Culture and Organizational Performance
    (Journal of African Interdisciplinary Studies (JAIS), 2019-07) Ntongai, David; Senaji, Thomas A; King’oriah, George
    The purpose of this study was to examine the relationship between organization culture and organization performance. We used Trompenaars typology as organisational culture lens and measured performance using the balanced scorecard framework in a survey of 129 respondents from 43 commercial banks. Questionnaires were used to collect data which were analyzed using both descriptive and inferential statistics. A significant relationship existed between organization culture and performance. Cultures that are formal and task oriented, namely Guided missile and Eiffel tower were more significantly related with better performance, compared to those that are person oriented, which are incubator and family cultures. Further, flexible cultures (family cultures) are more strongly related to organization performance compared to inflexible cultures (Eiffel tower cultures). This research is among the first attempts to use Trompenaars culture topologies to study the relationship between organization culture and organization performance. These findings have important implications for managers with regard to what cultures to promote in the banks in order to improve performance