CiteNScope — Scholarly Index & Analytics
Discover / IJRBSPUBLICATION RECORD

The role of organizational culture dimension in business recovery: a post Covid-19 perspective in the hotel industry in Kenya

Margadline Nalisi Matete ORCID ↗ · James M Kilika

International Journal of Research in Business and Social Science · 2023 · Vol. 12 / Issue 9 · 144-159

Research reach

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.

CROSSREF CITATIONS0

Observed 21 Oct 2026, 07:22 UTC

OpenAlex · Citations0Cached provider observation

Observed 21 Oct 2026 07:22 UTC

Mendeley · Readers7Cached provider observation

Observed 21 Oct 2026 23:54 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.

OpenAlex / Citation year

Annual citations to this article

View provider totals ↑

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

OpenAlex

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.

Overview

Abstract

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.

Keywords: {'name': 'Business Recovery, Market Culture, Customer Orientation, Innovation Culture, Adhocracy Culture, Organizational Culture, Star-Rated Hotels'}

Authors & affiliations

Margadline Nalisi Matete
Affiliation not supplied

James M Kilika
Affiliation not supplied

Deposited references

Supplied references, not a list of publications citing this article.

DOI: 10.1108/JMD-06-2019-0253

DOI: 10.33258/birci.v2i4.619

Alhosseiny, Hajar. (2022). the impact of strategic planning, strategic thinking, and strategic agility on competitive advantage: literature review. Academy of Strategic Management Journal. 22. 1-14.

Asaah, J. A., Effah, B., & Sam, F. K. (2015). Diagnosing the organizational culture of higher institution of learning using the competing values framework. International Journal of Management Sciences, 5(8), 587-594. https://doi.org/api.semanticscholar.org/CorpusID:11161611

DOI: 10.1080/23311975.2019.1605703

Bamidele, Rasak (2022). Organizational Culture, 284-292.

DOI: 10.1177/014920639101700108

DOI: 10.15678/EBER.2020.080405

DOI: 10.1111/j.1540-627X.2012.00361.x

Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational culture: based on the competing values framework: Addison-Wesley Publishing.

DOI: 10.1108/JMD-03-2013-0036

DOI: 10.12968/bjon.2008.17.1.28059

DOI: 10.1108/MD-05-2022-0577

DOI: 10.1177/1356766719867374

Eirikur, Gunnar, and Thorhallur (2018) Connection between -innovation culture and creative process. International Journal of Business Research.14. 86-95. https//doi.org/10.18374/IJBR-14-1.8.

Evans, (2021) Market orientation, Firm characteristics, competitive intensity and performance of security firms in Kenya. http://erepository.uonbi.ac.ke/handle/11295/155944

Fatihudin, D. (2018). How measuring financial performance. International Journal of Civil Engineering and Technology (IJCIET), 9(6), 553-557. http://www.iaeme.com/ijciet/issues.asp?JType=IJCIET&VType=9&IType=6

DOI: 10.3390/su9122354

DOI: 10.1016/j.jbusres.2019.03.021

DOI: 10.20431/2349-0349.1001002

DOI: 10.1002/ert.20185

DOI: 10.1108/17554251211200437

DOI: 10.1108/17554251211200437

DOI: 10.19044/esj.2018.v14n19p15

Gurjar, Sanjeevini & Kulkarni, Navneet & Halkarni, Roma. (2022). Impact of Adhocracy Culture in Automobile Industry. A Comparative Study of Tesla Motors and Ford Motors Organizational Cultures.

DOI: 10.1177/2394964316647822

DOI: 10.1080/00208825.1977.11656225

DOI: 10.1016/S0024-6301(98)80015-0

–487. https://doi.org/10.1016/S0024-6301(98)80015.

Hofstede, G. (2010). Geert hofstede. National cultural dimensions.

DOI: 10.5539/ass.v11n7p1

DOI: 10.1111/j.1467-985X.2011.00712.x

DOI: 10.1108/IJPPM-10-2018-0363

Jones, G.R.(2001).Organizational Theory, Text and Cases, 3rd Ed.NewJersey:Prentice Hall

DOI: 10.1177/2158244019835934

Julia Martins (2022) How to implement Strategic Management Processes.

DOI: 10.1177/0972262912460188

Kenya Association of Hotel Keepers (2022)

DOI: 10.1111/emre.12383

Kothari, C.R. (2004) Research Methodology: Methods and Techniques. 2nd Edition, New Age International Publishers, New Delhi.

Liedtka, J. (1998). Strategic Thinking: Long Range Planning, 6301(97).

https://doi.org/10.1016/S0024-6301(97)000.

DOI: 10.9790/487X-16612231

DOI: 10.4102/ac.v18i1.471

Maleka, Stevens. (2023). The influence of Organizational culture on the implementation of strategic plans in a public service organization. https://www.researchgate.net/publication/374752643.

DOI: 10.51865/EITC.2023.02.03

DOI: 10.1007/s11069-013-1025-z

DOI: 10.1142/S0219649217500022

DOI: 10.1057/9781137447661

Misigo, G. K., Were, S., & Odhiambo, R. (2019). Influence of adhocracy culture on performance of public water companies in Kenya. International Academic Journal of Human Resource and Business Administration, 3(5), 84-103. : http://www.iajournals.org/articles/iajhrba_v3_i5_84_103.

DOI: 10.1108/S1548-643520180000015012

DOI: 10.61426/sjbcm.v4i4.560

DOI: 10.1016/j.jik.2022.100178

DOI: 10.1108/AJEMS-03-2017-0043

DOI: 10.1177/10963480221086846

Oboreh, (2021) Organizational Culture and Performance. Firm performance in selected multinational companies in South Nigeria. International journal of business and law Research. 8 (4) 46-58.www.seahipaj.org

DOI: 10.60089/dbebj.2023.3.3.7

DOI: 10.5465/256404

DOI: 10.47963/ajthm.v1i2.139

DOI: 10.1016/j.rai.2016.09.004

DOI: 10.22334/jbhost.v2i1.68

DOI: 10.4038/wjm.v12i2.7537

Pearce,J.A II &Robinson, R.B.(1997). Strategic Management: Formulation, Implementation, and Control. Irwin/McGraw-Hill

Porter, M. E. ( 1985 ).The Competitive Advantage: Creating and Sustaining Superior Performance. NY: Free Press, 1985. (Republished with a new introduction, 1998.)

DOI: 10.3390/su14031679

DOI: 10.1016/S0278-4319(98)00046-2

Smith, T. & Johnson, R. (2022). Quantitative analysis of organizational culture. A study on correlations between cultural dimensions and Performance metrics.

DOI: 10.1108/SAJBS-12-2018-0142

DOI: 10.1111/joms.12625

DOI: 10.1007/s11002-010-9122-1

DOI: 10.1108/JOCM-09-2021-0268

DOI: 10.1016/j.jbusres.2013.09.007

DOI: 10.1108/JWAM-10-2022-0074

Terrence E. Deal and Allan A. Kennedy. Corporate cultures: The rites and rituals of corporate life: Addison-Wesley, 1982. ISBN: 0-201-10277-3.

Thompson. A. A and Strickland. A. J (2000) Strategic Management: Concepts and Cases. McGraw-Hill Higher Education.

DOI: 10.1108/IMR-09-2020-0215

DOI: 10.1007/978-981-13-9318-1_5

Yamane, T. (1973) Statistics. An Introductory Analysis. 3rd Edition, Harper & Row Ltd., New York.

DOI: 10.1177/21582440221079804