| dc.description.abstract | Corporate Culture is a crucial factor in analyzing different contexts that face an organization and
is a key determinant of success and effectiveness of an organization. However, there is no generally
accepted definition of Corporate Culture. Organization culture in an organization includes vision,
values, norms, systems, symbols, language, assumptions, beliefs, and habits. It can also be
considered as a set of shared values and norms that influences employees’ way of thinking, feeling,
and behaving in the workplace. Currently there is a growing pressure on public institutions to
enhance their efficiency and adopt management practices of the private sector such as Strategic
Planning and customer service orientation as they deliver services to the public. One such public
institution in Kenya, is the Retirement Benefits Authority (RBA) whose mandate is to regulate,
supervise and promote the development of the retirement benefits sector. There are several theories
of Corporate Culture and for purposes of this study, three theories were preferred: Hofstede,
Cameron and Quin and Denison models. Hofstede model is preferred in this study due to its strong
theoretical grounding and its focus on employees. The main objective of the study was to determine
the effect of Corporate Culture on strategy implementation among government institutions,
specifically, the case of Retirement Benefits Authority. The Specific objectives include to analyze
the relationship between leadership and Strategic implementation in the Retirement Benefits
Authority and establish the effect of teamwork on Strategic implementation in the Retirement
Benefits Authority. The study used a mixed research design which utilized both quantitative and
qualitative data techniques. The Main data collection instrument used was a questionnaire and was
administered online using google forms owing to the challenges of Covid-19. The main
significance of the study was to provide empirical evidence on strategic management practices
such as Strategic implementation and its relationship with Corporate Culture especially in the
context of public institutions. Using the Hofstede’s model of Corporate Culture, the findings
showed that Corporate Culture was not well entrenched in Retirement Benefits Authority. On
average, the perception on three dimensions of the hofstede’s model; individualism and
collectivism, power distance and Masculinity and femininity, was neutral with an average score of
29.68%, 29.53% and 28.30%, respectively, while on the dimension uncertainty avoidance, the
results showed that Retirement Benefits Authority encourages its staff to take risks, innovate and
come up with new ideas. The results also showed there was effective leadership in the
implementation plan. However, the perception on Strategic implementation was low and majority
indicating there were neutral with an average score of 33.83%., implying that Strategic
implementation at Retirement Benefits Authority may not be well understood by most of the staff.
Teamwork and cohesiveness in strategy implementation also scored low. The regression results
also showed that organizational culture, leadership and teamwork have a positive effect on
strategic implementation. Based on the findings, the study recommends for a culture and structural
transformation in Retirement Benefits Authority. These findings would be of interest to Retirement
Benefits Authority Board, Management, staff and relevant stakeholders. | en_US |
