Since we live in communication age, technological changes occur more rapidly than they are supposed. This can be done by encouraging interdepartmental coalition and interaction of the staff from different departments. Relationship between Organizational Culture and Strategy Implementation: Typologies and Dimensions. The sample size of the study was determined by Taro Yamane sample size determination formula, the sample size was two hundred and twelve 212 employees that were randomly selected. We have to remember that if we do not ride the globalization wave, we will find ourselves beneath it.
It takes time and effort to especially in firms with strong culture. Findings — Organizational culture is considered to be one of the key elements in both enhancing and inhibiting innovation. He has been a college marketing professor since 2004. A strong culture is extremely resistant to change but culture is not static. Today, the focus is on these factors related to people and behavior, emphasizing the role of organizational culture, as a factor that can both stimulate or restrain innovation, and therefore affect company performance. Employing best policies and programs for constant improvement. Data was collected using a semi-structured questionnaire and an interview guide.
We used all six dimensions of the questionnaire: dominant characteristics, organizational leaders, management of employees, organizational glue, strategic emphases, criteria of success. It is so vital that international company Third Rock Management Consulting advises its clients to contemplate the possibility of changing their organization's culture when developing and implementing a new strategy. Results Our findings prove the main hypothesis which claims there is a meaningful relationship between organizational culture and strategy implementation H1. Moreover, results reveal the significant correlation between strategic emphases among culture and implementation of the strategy. According to Buul 2010 , a fundamental part of managing strategy implementation process should take into account organizational culture as a powerful aspect of status quo Van Der Maas, 2008; Barret, 2004. It is confirmed that flexible types of cultures are more associated to the strategy implementation process.
They are intended to offer direction for the company as it interacts with the marketplace, but they also typically connect to internal strategies and culture. Results clear up the key role of flexibility of cultures in strategy implementation process. That is where processes come into place and strategy implementation gradually comes into existence to uphold and maintain organizational culture and strategies. Even if a company lucks its way into a good culture, I would suggest it will not be sustainable without being part of the core business strategy. These hypotheses are tested using structural equations modelling with data collected from 420 firms.
Another appealing result of this study refers to the components of strategy implementation. Finally, coefficients for relevance between components of the culture and implementation of the strategy of the organization were brightened. Managing people and providing inspirational leadership were introduced as major leadership skills required for career growth. Here, researchers used factor analysis in order to categorize the found challenges which were exerted from the literature review and some interviews with experts. It is often hard for people to unlearn their old way of doing things, and to start performing the new behaviors consistently. Therefore, if the goal of the organization is to implement Parent cultures and processes, they must consider the National and Organizational Culture differences between the Parent and Subsidiary. Culture allows organizational leaders to work both individually and as teams to develop strategic initiatives within the organization.
Once a culture is established in an organisation, it tends to be reinforced by the types of leaders chosen, by the selection, induction and training processes, by the systems, procedures and structures, and by the statements and communications of senior leaders about the way things are done around organisation. Organizational culture refers to the specialized collection of values, attitudes, norms and beliefs shared by organizational members and groups. Thus, it is a must to measure which kinds of cultures will help organization implement its strategic objectives. Finally, the findings supply empirical support for the logic idea of highly significant relation between strategic emphases in culture of an organization and its strategy implementation. Krishnan, 2004; Zabid and Sambasivan, 2004; Navanjo-Valencia et. Considering all mentioned, we estimate cultures with more flexibility have more to do with implementation. What the literature has not clarified is which types of cultures strengthen or undermine the implementation process.
The other characteristics are culture is negotiated; this is because culture cannot be created by only individual person. Similarly for operations, quick and hassle free policy issuance was the focus. Finally, the findings provide support for H2 which suggest that all dimensions of organizational culture are significantly related to strategy implementation Table 3. The 2010 Constitution of Kenya created 47 county governments which became functional after its promulgation on 27 th August 2010, and were actualized after the general elections of 2013. An analysis to determine the combined influence of all the independent variables was done.
Since the culture of society directly and indirectly affects the organizational culture, it can be inferred that a strong social culture leads to a unified organizational culture which consequently maintains implementation process. While I suppose a great culture could somehow evolve by default or osmosis, I have yet to observe it. The descriptive technique involved generation of frequencies, mean and percentages while inferential analysis technique involved establishing significant linear relationship between the dependent variable and the independent variables. However, most of the researchers assume that there should be a single culture for the organisation. Here is the point which ignoring the globalization will result to great problems for all sub-organizations of these ministries and will impose great costs in national level.
Organizational structure allocates special value developing tasks and roles to the employees and states how these tasks and roles can be correlated so as maximize efficiency, quality, and customer satisfaction-the pillars of competitive advantage. Since when are a healthy culture and sound business strategy bifurcated? In this way, we suppose all types of cultures are related to strategy implementation, but probably with different coefficients. When any group of people live and work together for any length of time, they form and share beliefs about what is right and proper. Firms need to understand what forms of culture can exist and which is best for driving their chosen path. With the change in power and status roles, the managers and employees may employ confrontation behaviour.
Organisational culture directly affects how the members of the organisation view and interact with the environment the organisation operates in, including their interactions with the general public. Results clear up the key role of flexibility of cultures in strategy implementation process. Results maintain expected relations for both market and hierarchy cultures. While my research focused on larger Multi-National Enterprises, the concepts can certainly be applied to other types of organizations. Building an organizational culture that supports strategic objectives and drives the customer value proposition is more powerful in achieving sustainable competitive advantage in the marketplace.