Investigating the effect of organizational culture on strategy implementation process of private chartered universities in Kenya
Joyce Wanjiku Nderitu · Esther Waiganjo · George O. Orwa
International Journal of Research in Business and Social Science · 2020 · Vol. 9 / Issue 3 · 01-13
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 07:22 UTC
Observed 21 Oct 2026 00:49 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
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.
Keywords: {'name': 'Organizational Culture'}, {'name': 'Clan Culture'}, {'name': 'Strategy'}, {'name': 'Implementation'}
Authors & affiliations
Joyce Wanjiku Nderitu
Affiliation not supplied
Esther Waiganjo
Affiliation not supplied
George O. Orwa
Affiliation not supplied
Deposited references
Supplied references, not a list of publications citing this article.
Ahmadi, S. A. A., Salamzadeh, Y., Daraei, M. & Akbari, J. (2012). Relationship between organizational culture and strategy implementation: Typologies and dimensions. Global Business and Management Research: An International Journal, 4(3) & 4, 286-299.
DOI: 10.1111/1467-6486.00288
DOI: 10.1007/978-3-540-71915-1
Beytekin, O. F., Yalçınkaya, M., Doğan, M. & Karakoç, N. (2010).The organizational culture at the university. The International Journal of Educational Researchers, 2010, 2(1):1-13.
Boezerooij, P. (2006). E-learning strategies of higher education institutions: An exploratory study into the influence of environmental contingencies on strategic choices of higher education delivery and support processes. Czech Republic: CHEPS/UT.
Cameron, K. S. & Freeman, S. L. (1991). Cultural congruence, strength and type: Relationships to effectiveness. Research in Organizational Change and Development, 5, 23-58, 1991.
DOI: 10.32655/LIBRES.2016.2.1
Chiuri, B. W. (2015). Challenges of strategy implementation in higher education institutions in Kenya (PhD Thesis). Jomo Kenyatta University of Agriculture and Technology, Juja, Kenya.
Cohen, J, Cohen, P., West, S. G. & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Mahwah, New Jersey: Lawrence Erlbaum Associates Publishers.
Cottrell, R. R. & Mckenzie, J. F. (2005). Health promotion and education research methods: Using the five-chapter thesis/dissertation model. Sudbury, MA: Jones and Bartlett Publishers.
Council (June 2008). Final draft consultative document: A strategy for excellence. The University of Botswana Strategic Plan to 2016 and beyond. University of Botswana, Botswana.
Eugene, M. & Lynn, C. E. (2017). Research methods in the Social Sciences. Lynn University Library. Retrieved from http://lynn-library.libguides.com/c.php?g=549455&p=3771803
DOI: 10.1287/orsc.14.6.686.24868
Field, A. (2009). Discovering statistics using SPSS: Introducing statistical method (3rd ed.). Thousand Oaks, CA: Sage Publications
Fowler, F. J. (2002). Survey Research Methods (3rd ed.). NY: Sage Publication.
Golembiewski, R. (2005). Handbook of organizational consultation (2nd ed.). New York, NY: Routledge.
DOI: 10.1016/j.jbusres.2008.05.021
DOI: 10.1108/14714170610710659
Isaboke, C. M. (2015). Influence of organization culture on strategy implementation in selected universities in Kenya. International Journal of Economics, Commerce and Management, 3(9), 2015.
Johnson, G., Scholes, K., & Whittington, R. (2003). Exploring corporate strategy: Text and Cases. New York: Pearson Education.
Jones, I. (2015). Research methods for sports studies (3rd ed.). London: Rutledge, Taylor & Francis Group.
DOI: 10.1093/fampra/cmp077
Kimemia, D. (2013). Organizational culture and corruption: A multiple case study of Non-governmental Organizations in Kenya. VCU Scholars Compass. Virginia Commonwealth University.
Kothari, C. R. (2004). Research methodology: Methods and techniques (2nd ed.). New Delhi: New Age International (P) Limited.
Kumar, S. (2015). Structure equation modeling basic assumptions and concepts: A novices guide. Asian Journal of Management Sciences, 03 (07), 25-28.
Lacatus, M. L. (2013). Organizational culture in contemporary university: Education facing contemporary world issues. 5thInternational Conference EDU-WORLD 2012, Bucharest University of Economic Studies. Romania: Elsevier Ltd.
DOI: 10.1108/02683940310459583
Luhanga, M. (2006). Strategic planning of higher education institutions in Africa: A case study of the University of Dar-es-Salaam. Selected Papers of Beijing Forum, 2006.Procedia, Social and Behavioral Sciences.
DOI: 10.1108/0885862031047313
DOI: 10.5171/2011.357694
McNay, Ian (1995). Universities going international: choices, cautions and conditions, in P. Blok (ed.), Policy and Policy Implementation in Internationalisation of Higher Education, Amsterdam: EAIE.
McNabb, D. E. (2002). Research Methods in Public Administration and Nonprofit Management. Armonk, NY: M. E. Sharpe.
Mingala, J. (2002). Handbook on Data Analysis Using SPSS. Nairobi. M & O Data Experts Training and Consultant.
Montgomery, D. C., Peck, E. A. & Vining, G. G. (2001). Introduction to linear regression analysis (Third edition). John Wiley & Sons, Inc.
Mugenda, A. G., & Mugenda, O. M. (2012). Research Methods Dictionary. Nairobi: Applied Research and Training services publication.
Murage-Macharia, C. N. & Kanyua, E. (2016). Factors influencing employee turnover in private chartered Christian universities in Nairobi City County. International Journal of Innovative Development & Policy Studies 4(3). 15-32
Musyoka, L. W. (2011). Challenges of strategy implementation in Jomo Kenyatta Foundation. International Journal of Current Research, 3(11), 301-308.
Mutai, P. K. (2015). Organizational culture and strategy implementation at Airtel Kenya (MBA Thesis), School of Business, University of Nairobi, Nairobi, Kenya.
Mwanje, M. O. (2016). Challenges of strategy implementation in selected Sugar Companies in Kenya (PhD Thesis). Jomo Kenyatta University of Agriculture and Technology, Juja, Kenya.
Mwanthi, T. N. (2017). Determinants of successful strategy implementation in universities in Kenya (PhD Thesis). Kabarak University, Nakuru, Kenya.
DOI: 10.5539/ass.v10n21p175
Nidiffer, J. & Bashaw, C. T. (eds.) (2001). Women administrators in higher education: Historical and contemporary perspectives. New York, NY: State University of New York.
DOI: 10.5430/jms.v3n1p67
DOI: 10.1108/09596110110403712
Olum, Y. (2004). Modern management theories and practices. Uganda: Makerere University.
Pirayeh, N., Mahdari, A. M., & Nematpour, A. M. (2011). Study of organizational culture influence (Based on Dennison's Model) on effectiveness of human resources in Karun Oil & Gas Production Company. Australian Journal of Basic and Applied Sciences, 5(9), 1886-1895.
Schaap, J. I. (2006). Toward strategy implementation success: An empirical study of the role of senior-level leaders in the Nevada gaming industry. Res. Rev. J. 10:13-37.
Rajasekar, J. (2014). Factors affecting Effective Strategy Implementation in a Service Industry: A Study of Electricity Distribution Companies in the Sultanate of Oman. International Journal of Business and Social Science, 5(9),
Quinn, R., Faerman, S., Thompson, M., McGrath, M., & Clair, L. (2007). The competing values approach to management. In Quinn, et al., Becoming a master manager: A competing values approach (1-34). Hoboken NJ: John Wiley & Sons, Inc.
Rick, T. (2013). What is the relationship between corporate culture and strategy? Retrieved from https://www.torbenrick.eu/blog/strategy/relationship-between-culture-and-strategy/
DOI: 10.1002/hrm.20002
DOI: 10.1787/9789264046535-13-en
DOI: 10.1108/13673271111179334
DOI: 10.1007/978-3-642-53965-7
DOI: 10.5539/ass.v6n2p28
Schein, E. H. (2009b). The corporate culture survival guides (2nd ed.). San Francisco: Jossey-Bass.
Sekulić, V. (2002). The importance of corporate strategic processes in managing efficiency of enterprise. Economics and Organization 1(10), 67 – 74.
DOI: 10.1016/j.procs.2015.12.130
Sevilla, C. G., Ochave, J. A., Punsalan, T. G., Regala, B. P. & Uriarte, G. G. (2007). Research Methods (Revised ed.). Quezon City, Philippine: Rex Printing Company, Inc.
DOI: 10.3102/01623737018003219
Soni, R. G., Chaubey, M. D. & Ryan, J. C. (2000). Implementing TQM in higher education institutions: A strategic approach. Academy of Educational Leadership Journal, 4(1), 2000.
Swanson, R. A., & Holton, E. F. (2009). Foundations of human resource development (2nd ed.). San Francisco: Berrett-Koehler Publishers.
Tierney, W. G. (2008). The impact of culture on organizational decision-making: Theory and practice in higher education. Sterling, VA: Sylus Publishing, LLC.
DOI: 10.5539/ijbm.v4n7p37