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From empirical studies, when there is constant investment in employees’ skills, everyone feels that they add value to the organization, work is organized so that everyone can see how their tasks relate to the organization’s goals, the firm depends on coordination and horizontal control rather than pecking order to complete tasks, and information is widely shared and available to all. The results are in accordance with those of Rureri, Namusonge, and Mugambi (2017), who came to the conclusion that workforce engagement practices considerably improve the effectiveness of Kenyan steel manufacturing enterprises.
Effectiveness is the goal of strategic transformation, which is long-term in character and impacts the entire business. Managing Strategic change calls for careful planning, thoughtful execution, and, most importantly, the involvement of the individuals whom the change will impact. People have issues when change is imposed upon them, so change must be measured and feasible (Wan et al., 2020). Mwaura (2017) came to the conclusion that senior managers need to demonstrate their readiness to devote effort and loyalty into the execution procedure, which translates to being adaptable, in order to compete with other competitors in the industry effectively.
Additionally, it was discovered that clan culture and strategy execution had a strong correlation, indicating that a successful organization has to have a strong clan culture. Moreover, the investigation revealed that it was unclear if judgments are often taken at the level where the greatest information is accessible. The study found that the organization’s staff are not engaged in determining the manner in which their job is conducted, that employees’ skills are not viewed as a key base of competitiveness, and that the company is not constantly improving in comparison to its rivals in many areas.
The results were at odds with those of Lemma (2020), who discovered that communication, empowerment, training, and leadership have a strong favorable effect on the execution of strategies. On the other hand, it has been discovered that awards and recognition have a beneficial but minor impact on how well a strategy is implemented. Due to the stiff rivalry of the industry economy and tendencies toward globalization, firms must continually explore new ideas and improve their inventiveness and ability to adapt. In order to do this, businesses must develop and maintain corporate culture (CC) practices that maximize each employee’s potential and contribution to the organization’s ultimate objectives. The creation of a certain culture is essential to these organizations’ success. This involves identifying healthy and organic structures and cultures, creating flexible, dynamic, and responsive attitudes, and maximizing the potential of human resources (Polychroniou & Trivellas, 2018).
Organizational culture was a problem for plan implementation, according to Nyawira (2017). However, none of the ideas employed in the present investigation are applied in this study. According to Nderitu, Waiganjo, and Oral (2020), there is a direct positive link between clan culture and the execution of strategies. This suggests that as clan culture increases, strategy implementation will also grow linearly in Kenya’s private chartered colleges.
