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The impact of corporate culture on strategy execution has been identified by Okwemba (2023). The study was designed in a descriptive manner. The planned behavior theory served as a guide for the investigation. IcekAjzen proposed the behavior in the 1970s. The researcher conducted her study in a descriptive manner. This is because it enables the study to explain the research objects and their interactions with the environment. The thirty-six governmental VTCs accredited in Bungoma County provided the ninety-three participants, who served as principals and department heads. Yamane’s sample formula was used to obtain 30 respondents because the study population is homogeneous. Questionnaires were used to help collect the data. Data was examined, presented in tables, and evaluated using descriptive and inferential methods. Results showed that corporate culture and strategy implementation had a substantial link.
Grenache, Edelheim, and Brumen (2020) sought to determine whether organizational values statistically impacted worker satisfaction. The article is based on a quantitative strategy in which a survey was given to workers in a particular industry. According to the research, there is a marginally favorable but clearly observable relationship between corporate principles and workers’ job satisfaction in relation to their real work. Furthermore, we have shown a link between job satisfaction and corporate value innovation. Employee job satisfaction with relation to job satisfaction with the task itself is influenced by organizational ideals. This shown that employees are affected by the organizational principles that are promoted and that this has an impact on their job happiness.
The impact of the corporate culture at the University of Nairobi was identified by Akinyi (2015). The study was based on a case study design, a qualitative analysis that requires meticulous and thorough data observation. The study combined primary and secondary data, which was gathered through in-person interviews between the researcher and respondents. On the other hand, secondary data was gathered using the University of Nairobi’s strategic framework, service charter, achievement contracts, ISO certification documents, annual reports, and performance evaluations. The data underwent a qualitative analysis using content analysis methods to provide detailed study findings. The research revealed how the university fosters organizational culture and how it influences strategy implementation. The study discovered that the university’s culture is ingrained from employee recruiting through deployment. Additionally, it mentioned the mechanisms put in place to support jobs as well as how tasks are carried out. Resistance to change, pre-existing policies and processes, and the surrounding environment are some of the obstacles in establishing a culture at the University of Nairobi.
Tedla (2016) investigated an exploratory case study of the successful methods one corporate group employed to create a productive organizational culture and boost productivity. The Denison corporate culture model served as the conceptual foundation for the inquiry. A purposive sample of twenty senior managers from a corporate enterprise in Ethiopia took part in semi-structured face-to-face interviews. The interview data were transcribed, categorized, and coded before being member-checked and triangulated to increase the accuracy of interpretations. The findings indicated that leadership that was employee-focused helped to motivate individuals and that having a clear objective helped to foster a sense of mutual understanding among staff members and managers. One of the main conclusions of corporate values was that self-regulatory corporate social responsibility benefits society.
Reddy and Scheepers (2019) investigated the effects of nine corporate culture elements (uncertainty avoidance, confidence, organizational collectivism, in-group collectivism, humane, future as well as achievement orientation, and power distance) on the execution of the company’s strategy in terms of communication, leadership, incentives, achievement, structure, dedication of staff members, and coordination. Electronic distribution of a survey questionnaire including demographics, culture of the company, and strategy execution. In order to evaluate the multivariate shared connection among the two variable sets, Pearson correlation and a canonical correlation analysis were performed using each of the nine aspects of culture as forecasting factors of strategy execution variables after the 28 completed questionnaires’ reliability and validity were assessed. The results showed that there are a variety of strong, medium, and weak connections between the characteristics of organizational culture and the dimensions of strategy implementation. Future planning orientation was found to have the second-highest impact on strategy execution aspects after achievement orientation.
