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Organizational culture is defined as set of goals and values shared by employees in the organization. Recently it has also come to be perceived as a resource of knowledge in the organization. In the literature, along with the studies aiming at identifying the elements of organizational culture, there are some research that study the relationship between organizational culture and performance. This article is a theoretical study of the two concepts and suggests a research model for further research. Recently, knowledge management and innovation strategy have started to be regarded as features of organizational culture. Research shows that these two variables also have significant impacts on organizational performance. Our model suggests measuring the effect of organizational culture on performance along with the supportive impacts of knowledge management and innovation strategy.

Organizational culture and firm performance are some of the most researched topics in management because of their importance to organizations. Many studies have explored the relationship between organizational culture and firm performance.  The aim of the study is to link organizational culture and firm financial performance and this link was explained by conducting a literature review. The paper investigated the linking organizational culture and financial performance and found that there are different types of organizational cultures and all of them affect the performance of organizations.

This study aimed at evaluating the effect of organizational culture on strategy implementation in Private chartered universities in Kenya. The objective of this study was to ascertain the effect of hierarchy culture on the strategy implementation in Private chartered universities in Kenya. A cross-sectional survey research design was adopted and it used both quantitative and qualitative data as it seeks the effect of organizational culture on the implementation of corporate strategy. The accessible population included University and students’ leaders. This study used both stratified random sampling and the target sample size was 194 employees. The statistical package for social sciences (SPSS) version 21 was used to describe the relationships between dependent and independent variables.  The study used correlation and regression techniques as well as the analysis of variance (ANOVA) to test the study hypotheses.  A multiple linear regression model was also used to derive inferential statistical indicators like the correlation, coefficient of determination, F-statistics, t-test statistic, and the p-value.  In this research Pearson’s correlation analysis was used to test for the existence of multicollinearity.  Normality testing was done to compare the cumulative distribution of the data.  Factor analysis was also carried out on all items in each variable in order to reduce the measurable and observable variables. The key finding based on the tests conducted in the study was that the variable: Hierarchy culture had an effect on the dependent variable: Strategy implementation. The p-value published showed that there was a positive effect of hierarchy culture on strategy implementation in Private chartered universities in Kenya

The prime purpose of the research was to examine, through empirical study, and help determine the government’s role as moderator in the relationship between Porter’s diamond firm strategy, structure, and rivalry construct and the firm’s performance in Pakistan’s automotive sector. In the study, the research philosophy was positivism, and a deductive approach was applied as the main reason to establish generalizations in the results. With a view to determining the magnitude, direction, and significance, researchers emphasized descriptive and inferential statistical techniques. Data was solicited from 166 sample respondents through a structured questionnaire. To establish the reliability perspective and validity context of the questionnaire constructs, a pilot study was part of the research study. Parametric and nonparametric statistical techniques also became an integral part of analysis for drawing objectively based conclusions. For moderation purposes, the tool was macro, Process v3.0 (model 1). The study findings aptly indicate that in a theoretical context, the relationship is not significant, whereas the practical perspective reflects that government policy does influence industry firms’ performance; however, the mediating role of government between Porter’s constructs, viz., firm strategy, structure, and rivalry, and industry firms’ performance documented no impact. In the constituencies of academia, automotive sector players, and policymakers, the moderation results shed light on theoretical and practical contextualization.

The study sought to explore the impact of generic strategies on competitive advantage in the medical training colleges in Kenya. The research was guided by the Dynamic capabilities theory, Resource-Based View theory and Knowledge-based view theories. The target population was 183 members of staff in the 4 medical training colleges in Nyeri County, Kenya. Data on 42 participants from the population was gathered from the top-level management, middle-level management and low-level management in these colleges using questionnaires. The research adopted a descriptive research design. Quantitative data analysis was conducted by use of descriptive statistics. Additionally, inferential statistical analysis on the observations was carried out. Qualitative data were analyzed by use of content analysis. Tables, bar graphs, and pie charts were employed for data presentation.  The analyzed data revealed that cost leadership, differentiation and focus strategies positively contributed to the colleges’ competitive advantage with cost advantage having the greatest effect. The study recommends that colleges and other institutions employ the application of porter’s generic strategies since they have proved to be effective in contributing to competitive advantage.

This study investigates whether Strategic Communication Competence (SCC) predicts Organizational Performance (OP) among employees of Mbeya City Council (MCC), a Tanzanian local government authority, and whether Financial Resource Management (FRM) independently predicts OP and moderates the SCC–OP relationship. Grounded in Communication Accommodation Theory and the Resource-Based View, a structured questionnaire was administered to 501 MCC employees, of whom 471 provided valid and fully completed responses, yielding a 94.0% response rate. The data were analyzed using Partial Least Squares Structural Equation Modelling. The findings indicate that SCC emerged as the strongest predictor of OP, while FRM also significantly and independently predicted OP (β = 0.243, p < .001). However, FRM did not significantly moderate the SCC–OP relationship, suggesting that, within Mbeya City Council, the two capabilities function as parallel and independently associated predictors of organizational performance rather than as interacting capabilities. Collectively, SCC and FRM explained 58.3% of the variance in OP, while the measurement model demonstrated sound reliability and validity. Given the cross-sectional and single-site design, these findings should be interpreted as evidence of significant associations and predictive relationships rather than causal effects. Based on these findings, recommendations are offered primarily for MCC and, more cautiously, for similarly structured Tanzanian local government authorities pending multi-site replication. In particular, MCC should prioritize strategic communication capability-building through feedback systems, information-sharing routines, and communication training, given SCC’s comparatively greater contribution to the explained variance in organizational performance. At the same time, financial resource governance should be maintained as an independently justified budgetary priority rather than being contingent upon communication outcomes.

This study explored organisational culture and strategy implementation within the framework of the fourth industrial revolution (4IR). Using semi-structured interviews and thematic data analysis, the study explored the primary determinants of organisational culture and how these drivers affect the implementation of strategies in the 4IR. A total of twenty-five bank workers from South Africa participated in the study to collect qualitative data. Version 23 of the Atlas-ti software was utilised to analyse the participant data. Content analysis was employed in the study to analyse the data. The study's findings suggest that a variety of organisational culture challenges have an impact on the banking industry's capacity to put strategies into implementation. This includes elements related to organisational skills, mentality and attitude, collaboration and partnership, innovation and technology investment, as well as aspects of organisational leadership and strategy, structure, learning, incentives, processes, and procedures. The study reveals a wider perspective and significant recommendations to help managers adopt a comprehensive and multidimensional approach when tackling organisational culture difficulties within the framework of implementing strategies in the banking sector. In addition to making significant recommendations, the study's conclusion emphasises how crucial it is for the bank to maintain a similar culture across all of its business units because this will affect employee morale and behaviour when the strategy is being implemented.

There is significant rivalry among South African banks as a result of the banking sector's being oversaturated. Banks can make use of financial resources, robust organisational cultures, human resources, and productive employee collaboration in light of resource-based theory. The implications of strategy implementations in the banking sector are also looked at. An in-depth interview was created to collect data from twenty-five bank employees. Altas Ti was used for data analysis. The relationship between organisational sustainability and strategy implementation drivers was investigated in this study through the use of qualitative research methods. The results indicate that technology, social capital, organisational culture, and support from upper management all significantly influence how much a strategy is put into implementation. The findings also demonstrate a clear connection between the drivers of strategy implementation and achieving favourable financial and customer outcomes in addition to obtaining a competitive advantage. This study also clarifies the variables that affect strategy implementation and how it could enhance this sector's growth and competitiveness prospects. According to the current study's findings, in order to enhance organisational effectiveness, the banking industry needs to pay special attention to strategy implementation drivers.

This paper provides a detailed exploration of the Afrocentric epistemological perspective of socio-cultural constructs that drive the influence of informal structures on corporate strategy and employees. The research focuses on the African context, which has a dearth of studies despite ample research exploring informal structures in Western and Asian socio-ecological contexts. To achieve this, the study employed a systematic literature review through the aid of NVivo 14 and ChatGPT, a language generation model. NVivo 14 provided the study with a tool to manage and analyze the data, and ChatGPT offered a dialogical string that created a clear path for critical analysis. The paper adopted a systematic literature review approach to investigate the origin of the concept of informal structures and their impact on corporate strategy in an Afrocentric context. The findings indicate that informal structures can have a positive influence by facilitating the flow of information, flexibility, and fulfilling social needs and shared values. However, the negative influence of informal structures, including resistance to corporate strategy, social fragmentation, conflict, and political discord, outweighs the positive influence. The study also reveals that there is limited research on the social-ecological context of Africa and its impact on corporate strategy. The paper addresses a contextual gap in the body of knowledge through its contribution that focuses specifically on the Afrocentric context. The research also sheds light on the need for more studies on the social-ecological context of Africa to gain a better understanding of its impact on corporate strategy. Overall, the paper provides a comprehensive and detailed exploration of the Afrocentric perspective of informal structures and their impact on corporate strategy and employees.

The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four types of organizational culture were studied in business recovery. Three objectives guided the study focusing on the extent of the adoption of culture types, levels of business recovery attained and the effect of the level of adoption on the level of business recovery attained. A sample of 57 hotels was selected and 189 respondents were drawn from functional units in each of the hotels. The study reports that the level of adoption of the culture is at a high level while the extent of business recovery is at a moderate level of between 20-40% growth. Innovation culture does not have a significant statistical effect while market, customer orientation and adhocracy cultures have a significant statistical effect on the level of business recovery. The study concludes that the relevant cultures were responsible for aligning culture with the strategy formulation phase through the component of the mission of an organization and that the process needs to embrace combined attributes of the underpinning theories of RBV and the organizational culture theory. The study calls on future research to integrate more aspects of strategic thinking and consider using more objective sources of research data.