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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 sought to assess whether innovation in the strategy implementation process contributed to sustained business performance with a specific focus of Unga Holdings Limited. It utilized the descriptive research design and targeted a population of 260 managerial and supervisory employees at Unga Holdings Ltd. A sample of 78 respondents (69 supervisory and 9 managerial staff) was selected using the stratified random sampling method. Questionnaires were used to collect quantitative data from supervisory employees while interview guides were used to collect qualitative data from the managerial employees. Findings revealed that there is a high level of organizational performance at Unga Holdings Ltd. rated at 84.6%. Findings also showed that innovation in strategy implementation (r2= .434, ?= .637, p=.000) has a positive and statistically significant influence on organizational performance. The study recommends that manufacturing organizations particularly those in the food processing sub-sector should develop technologies and methods for supporting the strategy implementation process.

The Libyan economy under the influence of current political risks that is resulted in a sudden halt in petroleum products following the revolution followed by a halt in major economic activities. The banking sector was not immune to these current economic risks therefore, the banking sector faced non-financial and financial risks.  Our study focuses on human resources with a high level of talent and skills and their role to overcome the banking risks faced by the Libyan banking sector. This is of great importance as the first study addressing the empowerment of human resources in effective risk management in the banking sector, especially in Libya. To a chive the objective of the study the questionnaire method was used to collect data, the survey was distributed to 320 employees and six banks operating in the eastern part of Libya were selected as targets to investigate the risks faced by the banking system as a result of the current political crisis. The result of the research demonstrated there is a positive and statistically significant relationship between the dimensions of employees’ empowerment and effective risk management. It was seen that issues such as training, incentives, and participation, sharing of authority, teamwork for employees are important in risk management. In addition, the risk management and strengthening of human resources among the banks in Benghazi and Al Bayda have been found to differ in their dimensions. The findings in this study seem to be consistent with many findings in the literature.

The main objective of the research study was to determine the effects of organizational culture on the success of strategy implementation in Water Boards in Kenya. The descriptive statistics data analysis method was applied to analyze data and presented in frequencies, percentage mean, standard deviation, and chi-square results. Finally, a multiple linear regression model was employed to establish the significance of the independent variables on the dependent variable. The findings are presented using tables and charts. The study findings showed that overall the organization culture influences 73% of the change in strategy implementation in the water boards in Kenya. This means that there is a significant relationship between strategy implementation and the culture of waterboards. The study recommends that; there is need for the waterboards management to encourage employees to work together and they need to involve employees in the decision making, the organization need to create room for creativity and does not follow rules because although it gives results it also limits the employee’s decision-making capacity and there is need for employees to be encouraged to be creative and innovative in taking risks.

This study aimed at investigating the effect of organizational culture and strategy implementation process of Private chartered universities in Kenya. The 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 Registrars, Deans, Directors, Heads of Departments, academic staff, and students’ leaders. This study used both stratified random sampling and the target sample size was 198 employees. The statistical package for social sciences (SPSS) version 21 was used to analyze data.  The competing values framework was adopted to identify the organizational culture types that are displayed in Private chartered universities. A multiple linear regression model was also used to derive inferential statistical indicators.  Normality testing was done to compare the cumulative distribution of the data with the expected cumulative normal distribution and it bases its P value on the largest discrepancy. Two versions of Breusch-Pagan tests were conducted to test the null hypothesis on whether heteroscedasticity or homoscedasticity was present. Based on the regression analysis it was clear that the null hypothesis was rejected and the alternative hypothesis accepted. The conclusion was that Clan culture had a significant influence on the strategy implementation process of Private chartered universities in Kenya.  The results established that there was a linear positive relationship between Clan culture and strategy implementation which implies that an increase in Clan culture would lead to a linear increase in Strategy implementation in Private chartered universities in Kenya. 

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 sought to assess whether innovation in the strategy implementation process contributed to sustained business performance with a specific focus of Unga Holdings Limited. It utilized the descriptive research design and targeted a population of 260 managerial and supervisory employees at Unga Holdings Ltd. A sample of 78 respondents (69 supervisory and 9 managerial staff) was selected using the stratified random sampling method. Questionnaires were used to collect quantitative data from supervisory employees while interview guides were used to collect qualitative data from the managerial employees. Findings revealed that there is a high level of organizational performance at Unga Holdings Ltd. rated at 84.6%. Findings also showed that innovation in strategy implementation (r2= .434, ?= .637, p=.000) has a positive and statistically significant influence on organizational performance. The study recommends that manufacturing organizations particularly those in the food processing sub-sector should develop technologies and methods for supporting the strategy implementation process.

The Libyan economy under the influence of current political risks that is resulted in a sudden halt in petroleum products following the revolution followed by a halt in major economic activities. The banking sector was not immune to these current economic risks therefore, the banking sector faced non-financial and financial risks.  Our study focuses on human resources with a high level of talent and skills and their role to overcome the banking risks faced by the Libyan banking sector. This is of great importance as the first study addressing the empowerment of human resources in effective risk management in the banking sector, especially in Libya. To a chive the objective of the study the questionnaire method was used to collect data, the survey was distributed to 320 employees and six banks operating in the eastern part of Libya were selected as targets to investigate the risks faced by the banking system as a result of the current political crisis. The result of the research demonstrated there is a positive and statistically significant relationship between the dimensions of employees’ empowerment and effective risk management. It was seen that issues such as training, incentives, and participation, sharing of authority, teamwork for employees are important in risk management. In addition, the risk management and strengthening of human resources among the banks in Benghazi and Al Bayda have been found to differ in their dimensions. The findings in this study seem to be consistent with many findings in the literature.

The main objective of the research study was to determine the effects of organizational culture on the success of strategy implementation in Water Boards in Kenya. The descriptive statistics data analysis method was applied to analyze data and presented in frequencies, percentage mean, standard deviation, and chi-square results. Finally, a multiple linear regression model was employed to establish the significance of the independent variables on the dependent variable. The findings are presented using tables and charts. The study findings showed that overall the organization culture influences 73% of the change in strategy implementation in the water boards in Kenya. This means that there is a significant relationship between strategy implementation and the culture of waterboards. The study recommends that; there is need for the waterboards management to encourage employees to work together and they need to involve employees in the decision making, the organization need to create room for creativity and does not follow rules because although it gives results it also limits the employee’s decision-making capacity and there is need for employees to be encouraged to be creative and innovative in taking risks.

This study aimed at investigating the effect of organizational culture and strategy implementation process of Private chartered universities in Kenya. The 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 Registrars, Deans, Directors, Heads of Departments, academic staff, and students’ leaders. This study used both stratified random sampling and the target sample size was 198 employees. The statistical package for social sciences (SPSS) version 21 was used to analyze data.  The competing values framework was adopted to identify the organizational culture types that are displayed in Private chartered universities. A multiple linear regression model was also used to derive inferential statistical indicators.  Normality testing was done to compare the cumulative distribution of the data with the expected cumulative normal distribution and it bases its P value on the largest discrepancy. Two versions of Breusch-Pagan tests were conducted to test the null hypothesis on whether heteroscedasticity or homoscedasticity was present. Based on the regression analysis it was clear that the null hypothesis was rejected and the alternative hypothesis accepted. The conclusion was that Clan culture had a significant influence on the strategy implementation process of Private chartered universities in Kenya.  The results established that there was a linear positive relationship between Clan culture and strategy implementation which implies that an increase in Clan culture would lead to a linear increase in Strategy implementation in Private chartered universities in Kenya.