Organization Culture and Strategy Implementation Choices in The Ministry of East Africa Community and Regional Development, Nairobi City County, Kenya

Abstract

Strategy implementation choices adopted by an organization determines the success of strategy implementation. Ministry of East African Community and Regional Development (2018) reports that it has faced various challenges in implementation of its strategies and as such has managed to implement 40% of its strategy plan. East African Community and Regional Development is characterized by low implementation of strategies, and this could be attributed to the existing organization culture. The study sought to investigate effect of organization culture on strategy implementation choices in Ministry of East African Community and Regional Development (EAC&RD). The study’s objectives were to investigate the effects of clan culture, adhocracy culture, market culture and hierarchy culture on strategy implementation choices in the Ministry of EAC&RD. The study was guided by Institutional theory, McKinsey 7S model and Schein’s model of organizational culture. The study adopted descriptive survey design. The target population was 78 employees in the Ministry of EAC&RD. Since the target population was small, the study used a census approach. Primary data was gathered using structured questionnaires1and1key1informant1interviews. The pilot test was conducted in the ministry of industrialization on eight employees. Reliability was tested by Cronbach’s alpha coefficients of 0.7 and above. Validity of the research instrument was tested by expert opinions. The structured questionnaire yielded quantitative data and the key1informant interviews yielded qualitative data. Content analysis was used to analyse qualitative data. Furthermore, descriptive and inferential statistics were employed for quantitative analysis of data. Descriptive statistics included means, frequencies, percentages and standard1deviation. The inferential statistics in this study comprised of regression and correlation analysis. The study found that clan culture had positive and significant effect on strategy implementation choices in the Ministry of EAC&RD. The study also found that adhocracy culture positively and significantly affects strategy implementation choices in the Ministry of EAC&RD. The study established that market culture significantly and positively affects the strategy implementation choices in the Ministry of EAC&RD. Moreover, hierarchy culture has a positive and significant effect on the strategy implementation choices in the Ministry of EAC&RD. The study concludes that clan culture, adhocracy culture, market culture and hierarchy culture significantly affect strategy implementation choices in the Ministry of EAC&RD. Therefore, this study recommends that the management of the Ministry of EAC&RD should ensure continuous improvement in teamwork among all stakeholders participating in strategy implementation. In addition, the management of the Ministry of EAC&RD should support innovativeness and creativity among the employees as a way of improving strategy implementation choices. The study recommends that there should be an increased employee involvement during strategy implementation. Also, the management should ensure that there is effective and frequent communication between employees and the management.